Resources

  • Leading from the front by

    Although most organisations now recognise the urgent need to develop new leaders to fill their talent pipelines, many don’t know where to start. Teresa Russell speaks with GE and Toyota about the process and how they go about developing their leaders

  • Metrics and measuring up HR by

    It is impossible to have a strategically-driven HR function unless you have a good handle on your human capital metrics. Teresa Russell investigates world’s best practice and speaks to an expert who says the only HR metrics that are important have dollar signs in front of them

  • Line managers: HR business partners ineffective by

    There have been a variety of names for HR practitioners over the years. One of the more recent ones is “HR business partner”, which was first championed by HR guru Dave Ulrich in 1997 as the way forward for the HR profession. The term HR business partner implies that HR practitioners proactively work with line managers at all levels of the business they work in

  • Diversity at HSBC by

    At HSBC we’ve worked hard to encourage equal opportunities in the workplace and it’s been an interesting learning curve – on a local and a global level – and one where we’ve been driven to think beyond our typical banking boundaries

  • Talent management in Coca-Cola: the fizz from within by

    Forced to recruit marketing expertise externally, drinks giant Coca-Cola set about ensuring it had a flow of internal talent ready to step up. The UK’s Nick Martindale reports

  • Keeping your best and brightest by

    According to a recent survey, 61 per cent of Australian employers are having difficulty finding the right people to fill jobs – a dramatic increase compared to 2006. Teresa Russell looks at how organisations are making retention a strategic imperative in practice

Most Read