• 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

  • CK Prahalad: the practical visionary by

    With his groundbreaking work on core competencies, modern strategy and tapping markets among the world’s poorest consumers, CK Prahalad has proven time and again that if there is a successor to Peter Drucker, he is it. I had a chance to speak with Professor Prahalad in early February and was inspired to write this account of the interview

  • Safety first by

    You can talk “safety” till you’re blue in the face, but until every person in your organisation lives and breathes a culture of safety, yours will be a high-risk workplace. Teresa Russell examines how organisations can save money and lives in their pursuit of a safe workplace

  • The importance of getting recruitment right by

    Some of the biggest and most constant challenges that plague organisations are people related. These challenges are not always obvious, but become more visible the higher you go up the management chain. Organisations usually put a raft of strategies in place to deal with the business symptoms of such people-related problems, and sometimes these wonderfully flawed strategies are created by the people who created the problems in the first place. Such strategies often leave HR out of the equation, and fail to address the cause of the problem – the wrong people in the wrong jobs

  • Weighing up the value of human capital by

    Measuring the exact return on people-related investments is an issue often avoided by CFOs and HR directors alike. But an increasing number of investors and employees are turning to human capital reports to assess organisations, writes Sarah O’ Carroll

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