HR Strategy

  • Taking the bull of change by the horns by

    In this issue, our lead news story, “Poor communication’s high cost”, looks at the issue of why CEOs and managers need to take a more proactive approach to WorkChoices and industrial relations changes. Since the introduction of WorkChoices, many companies have opted for this approach given uncertainty around legislative changes, increased red tape, fears around increased union involvement or a simple ‘if it ain’t broke, don’t fix it’ mindset

  • Striking a balance by

    Labor recently unveiled its industrial relations policy, which attracted the expected ruckus from government and business, and a mixed response from unions. Government and business claimed Labor’s policy would send Australia’s economy into a tailspin and put workers in union stocks. Interestingly, unions weren’t jumping up and down with joy. The ACTU was somewhat conciliatory in its response to Labor’s policy, supporting most elements while coming out against others

  • Driving down workers comp costs by

    For companies operating in more than one Australian state, workers compensation is an administrative nightmare. Teresa Russell talks to two national companies that met the challenge and focused heavily on workplace safety to drive down their workers compensation costs

  • CSC: growing culture change by

    The process of culture change is often easier said than done. Craig Donaldson speaks with Mike Shove, managing director and CEO of CSC, about this process and how to embed long-lasting culture change

  • Chicken or the egg with HR metrics skills by

    Regarding: ‘HR professionals lack metrics skills’ and ‘Creating space for HR’ (issue 134, 7 August, pp1 and 10), it’s quite interesting that these two articles are juxtaposed in the same edition

  • A Career Path for Outsourcing Professionals by

    Outsourcing has become a US$4 trillion ($4.9 trillion) business. In many companies, nearly a quarter or more of the executive budget is dedicated to outsourcing. With this much at stake and with more companies using outsourcing as a business strategy, the need for formalised, professional perspectives and processes is clear. With such need comes opportunity for a new breed of talent – the outsourcing professional

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