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    My next move - Michael Brown, general manager, HR, Royal Automobile Club of Victoria

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    The biggest challenge in merger and acquisition (M&A) deals is not generating synergies or proving the value of the deal, but retaining staff at the acquired company, according to a recent survey by performance improvement consultancy The Forum Corporation

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    Q. I am a commercial HR manager/business partner within a blue-chip organisation and I am keen to become an HR director within the next five years. What kind of HR experience do you feel is best regarded to get to this level? Operational or strategic HR? Generalist or specialist?

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    Winston Churchill once famously said: “Never think that a small band of determined people can’t change the world. Indeed it is the only thing that ever has.”Yet as we look at organisational change, it always seems to be heralded as a major initiative, driven from the top by some champion with the express aim of making the organisation more effective, competitive, less vulnerable, quicker to respond, more product focused, more customer focused – the list is endless

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    Corporate governance, talent management and an increased reliance on technology are the top three risk concerns of banks and financial institutions, according to a recent Aon Australia survey

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    With HR increasingly having to show a bottom-line benefit for its initiatives, it is vital to know how to write a convincing business plan. And in HR’s bid to be seen as a credible business partner, being able to present your business opportunity in a way that the finance director and chief executive can relate to is essential

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