HR Strategy

  • Talent management: keeping hold of your talent by

    How can you tell when your top talent is about to leave? Three business psychologists offer their insights and tips on how to spot the warning signs

  • 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

  • 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

  • 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

  • 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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