HR Strategy

  • Giving up on AHRI by

    I am not sure why but I felt the need to comment on Janine Walker’s opinion-based article, “Why I have given up on AHRI” (Issue 115, 17 October 2006, p10), as I agree with her wholeheartedly and find AHRI very frustrating. I too have not renewed my membership this year. I saw no value in it – the website is poor, the magazines are full of articles aimed at HR students and their events and functions are getting worse

  • Managing the virtual global workforce, part 2 by

    As the war for talent grows increasingly global, companies will need to find and retain managers with key skills in leading remote virtual teams. Allan Schweyer reports

  • Decoding WorkChoices by

    In the Bible’s book of Genesis, a united humanity builds the Tower of Babel as a mark of human achievement. Upon seeing these efforts, God is angered as he believes that these people are attempting to make a name for themselves, which of course means that they are not worshipping Him.

  • HR on the operating table by

    HR has often been criticised for failing to understand the priorities of a business and its managers at an operational level. Craig Donaldson speaks with a number of chief operating officers about this issue and examines what HR can do in order to make a more effective contribution at this level

  • Time for HR to reflect on its image problem by

    Take a long, hard look at yourself. According to exclusive research from the UK’s Personnel Today, HR and its stakeholders have very different ideas about the value HR adds to the business. Rob Willock reports

  • Skills shortage comes back to bite by

    The shortage of skilled labour is one of the biggest challenges facing Australian business today. Many surveys have consistently shown for a number of years that the availability of suitably qualified employees is one of the most significant constraints on the future investment plans of Australian business

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