bluuebunny/crossref_metadata_2025 huggingface dataset:
Towards a Conceptualization of Entrepreneurship
Authors: Sørensen Suna , Heidemann Lassen Astrid , Hinson Robert
Published: June 2010

In this paper we rethink the conventional ways of explaining the change process of new company formation. We base our analysis on two well established and dominating categories of entrepreneurship models, stages inspired models and interactive contingency models, and we argue that these do not sufficiently conspire to capture the entrepreneurial start‐up process as an everyday phenomenon of multi‐dimensional individual, social, and environmental interaction. In an effort to address this hypothesized theoretical gap, we apply ideas origination from Symbolic Interactionism to suggest a complementary conceptual model for comprehending the entrepreneurial process as an interactive construct. From here the idea of entrepreneurship as an ongoing “Social Journey of Opportunity Construction” arises. We argue that this idea has a potential impact on the practice of research, since it encourages scholars to step out of predictable zones of positivist research and enter a riskier research zone in which it is everyday interaction that makes the entrepreneurial process emerge.
The Case of Mexicali Fresh: Bringing a Restaurant to New Zealand
Authors: Miles Morgan P. , Kirkley W.W. , Darroch Jenny
Published: June 2010

Much of the information for this case was taken from interviews by the first and second authors with Cindy and John Buell at Mexicali Fresh, taken directly from the Buell’s Mexicali Fresh Business Plan, and updated information from their blog posted on http://mexigrill.blogspot.com. In addition, background for this case was provided by Stowers (2005).
Some Common Problems with Statistics in Papers and Presentations
Authors: Teach Richard , Murff Elizabeth
Published: June 2010

It is always a struggle to write papers and talks that contain statistical information as the presentation methods used for analytic results do have an impact on the comprehension of the reader or audience. Furthermore, fundamental statistics are often misunderstood or obscured by the author rather than clearly explained. The fact that one can never be sure of the statistical sophistication of a reader or audience makes it easy for the author to write material that muddles rather than clarifies the results. Then, the reader or audience is left wondering if the author’s work is just “lies, damn lies, or statistics”. This paper provides a short discourse on fundamental statistical theory, intermixed with a few thoughts and suggestions on the use and presentation of statistical results. After all, any paper or presentation is useless if the intended audience misunderstands or misinterprets the information being presented.
The Entrepreneurial Curriculum – Equipping Graduates for a Career in the SME Sector
Authors: Collinson Elaine
Published: June 2010

This paper considers the mutually advantageous relationship that can exist between the University and the SME sectors. Such a relationship is explored through the notion of the Marketing/Entrepreneurship paradigm. The author shares good practice through drawing upon their experience of developing and running shared SME and University programmes.
Methodologies For Research at the Marketing/Entrepreneurship Interface
Authors: Gilmore Audrey , Coviello Nicole
Published: June 2010

This paper discusses methodological issues relevant to research at the marketing/entrepreneurship interface. Based on analysis of 352 papers published in the proceedings of the annual International Symposium on Research at the Marketing/Entrepreneurship Interface, the paper highlights the importance of contextual issues in interface studies, the role of qualitative and mixed method designs, and the need
for further cross‐national investigations.
Changing the present,shaping the future
Authors: Salkey Josie
Published: June 2010

Many have heralded the new role of HR as the driver of organizational change, whether it be a restructuring, merger, acquisition or shift in corporate culture. If HR is to be successful in engaging employees through transitions and new initiatives it needs to embrace the role of change champion.
Strategic HR: Put yourself to the test
Authors: “Jake”Jacobs Robert
Published: June 2010

Strategic Commentary: Thought leaders share their views on the HR profession and its direction for the future. Robert “Jake” Jacobs offers five simple questions to help you gauge how strategic you really are ‐ and what to do if your score is disappointing.
Getting results from job boards
Authors: Broker Job
Published: June 2010

As online recruitment advertising continues to gain in popularity and the market becomes increasingly saturated by Internet job boards, how can recruiters ensure that their vacancy receives top billing to attract the right candidates? This article considers how employers can make the most of their Web recruitment efforts.
Help your managers develop leadership skills
Authors: Knight Joanna
Published: June 2010

Joanna Knight, director of Berkshire Consultancy Limited, believes leadership skills can be taught. Here, she outlines five key skills that must be developed before a manager can also be characterized as a leader.
Dinesh Burrenchobay, One&Only Resorts
Authors: Burrenchoba Dinesh
Published: June 2010

Dinesh Burrenchobay is group HR manager for One&Only’s Indian Ocean division, and is based in Mauritius, where he has responsibility for 3,000 employees over five properties. He has been with the company since 1995.
Making metrics relevant
Authors: Mayo Andrew
Published: June 2010

The desire to be more professional in the area of measurement is a growing interest for today’s HR function. The almost universal desire of the HR function for stronger business partnership is a stimulus to be more “business‐like” ‐ and that must include a more numeric approach to HR management.
Building buy‐in to people development at TNT
Authors: James Ruth
Published: June 2010

Ruth James, head of people development at TNT UK, explains how the company builds managers’ commitment to employee development and why this is vital to the success of the business.
Internalizing values at Premier Farnell
Authors: Wingfield Hilary
Published: June 2010

Hilary Wingfield, group head of organizational effectiveness at Premier Farnell, describes how the company used internal values to engage employees to become more customer‐focused and deliver sustainable, long‐term, profitable sales growth.
The two dimensions of organizational change
Authors: McCarthy Bill
Published: June 2010

Too many organizational change projects fail because they fail to address the people aspect. Employees don’t buy in to the changed organization and performance suffers as a result. Here, Bill McCarthy of human capital consultants Penna, addresses six common reasons why organizational change fails and suggests an approach that focuses on people within a “before, during and after” timeframe.
Rethinking reward at the National Crime Squad
Authors: Riley Chris
Published: June 2010

Changing the way that career and salary progression decisions are made can be highly emotive. Chris Riley, head of HR at the National Crime Squad, explains how communication and feedback helped the organization implement a competency‐based pay structure that also rewards exceptional performers.
The “fit for purpose” HR function
Authors: Ashton Chris , Haffenden Mike , Lambert Andrew
Published: June 2010

In an increasingly complex and crowded marketplace, only fit for purpose organizations will succeed. This requires a fit for purpose HR function ‐ one that delivers flawless process services, business partnering and, most importantly, builds organizational capability to deliver on the business strategy.
Develop your people, grow your business
Authors: Salkey Josie
Published: June 2010

In recent years, the role of learning and development professionals has shifted. As organizations come round to the fact that people are a critical source of competitive advantage, they have an increasingly strategic role to play. The investments made in people are significant and, rightly, senior executives are demanding to see the return on their learning and development dollars.
Developing talent: The magic bullets
Authors: Lombardo Mike
Published: June 2010

New experiences and the agility to learn from them are the keys to succeeding in the war for talent, says Mike Lombardo
Exceeding customer expectations at Novotel
Authors: Angoujard René
Published: June 2010

René Angoujard, general manager of Novotel London West, describes how the hotel’s commitment to customer service excellence has underpinned its shift from high‐volume tourism to convention hotel
Improving the recruitment odds at William Hill
Authors: Flavel Louise
Published: June 2010

Bookmakers William Hill receives around 40,000 job applications per year. Find out how an automated interviewing system has ensured they get high‐quality candidates as well as saving time and money.
Building employee engagement at Sensis
Authors: Elsey George
Published: June 2010

Sensis’ people strategy was developed and introduced to support both a new brand and its customer and growth strategies. Here, George Elsey explains how the company engaged employees to drive improvements in customer service and employee retention, with tangible benefits in profitability and growth.
Avaya’s journey to global HR shared service: Moving from localized HR services to a global shared service model
Authors: Donelly Michael
Published: June 2010

In 2002, Avaya realized the need to move to a global, rather than local, approach to providing its HR services. Here, Michael Donnelly explains how, in partnership with Convergys, it implemented a network of global shared service centres to cut costs, improve speed and accuracy, and turn previously unusable data into actionable business intelligence.
Examining approaches to HR evaluation: The strengths and weaknesses of popular measurement methods
Authors: McLean Gary N.
Published: June 2010

HR evaluation is often not conducted simply because of its inherent difficulties. But without measurement, HR will struggle to shake off its administrative image. This article considers the reasons for conducting evaluation, the pros and cons of six popular approaches, and suggests a workable means of conducting acceptable evaluations.
The evolution of leadership development: Challenges and best practices based on a study of European organizations
Authors: Buus Inger , Saslow Scott
Published: June 2010

There’s no doubt that leadership development is rising up the corporate agenda. But, as this study shows, more learning and development professionals need to seize the opportunity by taking a more proactive approach to building skills and capabilities for success.
Are you an effectiveteam player?
Authors: Salkey Josie
Published: June 2010

If HR is to make a true impact on the performance of itsorganization, it must be a team player. Working in the HR equivalent of the ivory tower, with little or no awareness of your industry, customers or competitors, let alone other internal business functions, is no longer good enough. What’s required is a new set of skills forthe HR practitioner and a new approach to working life.
Making strategic partnership a reality
Authors: Lawler Edward E.
Published: June 2010

Ed Lawler suggests HR follows the lead set by marketing and finance by dividing its strategic and administrative work into separate functions.
Create individualized motivation strategies
Authors: Palmer Blaire
Published: June 2010

As we see in the workplace, most motivation strategies are “push” or “pull” based: keeping people moving either with a kick from behind (threats, fear, tough targets) or by offering choc‐drops (bonuses, grand presentations of the company vision, team‐building games). The article suggests five elements that make up a more effective, sustainable and humane way to motivate individuals.
Five steps to effective metrics
Authors: Lermusiaux Yves
Published: June 2010

Gathering, analyzing and presenting pertinent information to upper management is the single strongest means HR has to provide critical input on strategic business issues. Talent management processes and performance optimization based on powerful intelligence drawn from good metrics will deliver proven value and real ROI ‐ and make you a valuable strategic player.
Driving continuous quality improvement at Fairchild
Authors: Willison Steve
Published: June 2010

Steven Willison, senior HR associate at Fairchild Semiconductor, explains how the company’s drive for continuous improvement led to the achievement of a new quality standard that keeps it one step ahead of the competition
Toshiba’s proactive approach to employee well‐being
Authors: Stevens Susan
Published: June 2010

Susan Stevens, head of HR at Toshiba Information Systems UK, describes how the company developed a strategy to measure and improve absence rates and overall employee well‐being.
Aligning reward with business strategy at BAT
Authors: Douglas Malcolm
Published: June 2010

Malcolm Douglas, remuneration and benefits manager at British American Tobacco, explains how its reward architecture has helped align rewards with companywide objectives.
Implementing the Balanced Scorecard at Lloyds TSB
Authors: Ward Adrian
Published: June 2010

Too often, performance management is seen as an HR process that does little for the development of individuals or the organization. Adrian Ward describes how Lloyds TSB revolutionized its approach by linking the objectives of its 80,000 employees to an overarching Balanced Scorecard.
Developing the human capital balance sheet
Authors: Cordes Jeffrey K.
Published: June 2010

To gain internal credibility and deliver bottom line value, HR must drive out “administrivia” and show the value of every human capital initiative. Jeffrey K. Cordes, human capital officer at Navigant Consulting, describes how to begin the journey and shares some insight on what’s worked at this organization.
Employer reputation in the spotlight
Authors: Salkey Josie
Published: June 2010

What kind of company would you like to work for? One that’s exciting, dynamic and going places? Of course ‐ and if you’re lucky, you already do. However, if recent research findings are to be believed, there are thousands of disengaged employees out there looking for such an organization. So how do you make sure your company is the one that appeals?
Create an effective employee referral program
Authors: Barber Jamie
Published: June 2010

Concern over a lack of talented applicants is forcing HR to re‐assess potential sources of new hires. Referral schemes are increasingly being highlighted as a shockingly under‐used initiative, particularly in the UK.
Esther McLeodis, Kia Motors
Authors: McLeodis Esther
Published: June 2010

Esther McLeod is head of HR for Kia Motors, UK. She joined the company three years ago and previously worked in HR for Whitbread and Wallis Fashion. She also has experience in management consultancy and direct marketing.
Creating a “three‐dimensional” HR strategy at Hallmark Cards
Authors: Atkinson Heather
Published: June 2010

To make the shift from motivation to engagement, Hallmark implemented a “3‐D” HR strategy that addressed three strategic imperatives from three angles: companywide, across the HR function and at an individual level
Delivering HR services for Xerox’s sales channel
Authors: Geffrouais‐Gu´tin Sandrine
Published: June 2010

Introducing an integrated recruitment solution for a distribution network with 600 outlets across 15 countries is no small task. Xerox’s Sandrine Geffrouais‐Guétin describes how they did it.
Strategic goal alignment at CMP Technologies
Authors: Layman Susan
Published: June 2010

Ensuring employees have a clear line‐of‐sight to strategy is one of the most effective ways to drive profitable business performance. Here, Susan Layman describes how her organization implemented a goal alignment conference and subsequent tracking system to get all employees focused on strategy.
Developing KPIs at Southern Company
Authors: Winkler Howard
Published: June 2010

In early 2004, Southern HR’s team began examining the links between its business and workforce strategies. Here, HR strategy director Howard Winkler explains how a set of KPIs was developed to monitor success and focus both HR and management on high‐priority issues.
Talent management for the 21st century
Authors: Salkey Josie
Published: June 2010

Corporations are coming round to the fact that people, like other assets, must be managed for the long term. Any company that can’t prove it’s sustainable beyondthe near‐term is going to have trouble gaining investor confidence. HR professionals need to be thinking in the same way about people by building long‐term talent depth and bench strength within the organization. This issue of Strategic HR Review brings you examples of leading‐edge companies that have faced these challenges and achieved bottom‐line results.
The talent crisis: how prepared are you?
Authors: Athey Robin
Published: June 2010

Robin Athey explains why current acquisition and retention strategies will fall short in light of the impending talent crisis.
Ensure a positive candidate experience
Authors: Barbedette Patrice
Published: June 2010

Many companies are failing to ensure a positive candidate experience during the recruitment process. This means potentially losing out on highly skilled people to competitors, as well as negatively affecting the employer brand.
Practitioner Profile: Moira Laird, Moat House Hotels
Authors: Laird Moira
Published: June 2010

Moira Laird speaks highly of Moat House Hotels’ commitment to training and development. In an industry where high employee turnover comes with the territory, it’s a key competitive differentiator when it comes to recruitment and retention.
Measuring the immeasurable
Authors: Gear Rory
Published: June 2010

The rise of the “intangible economy” shows no sign of abating. Traditionally, companies have been valued on the strength of their financial and tangible assets, but the elements of business which drive real value in today’s economy are R&D, innovation, customer relationships, staff motivation, loyalty and intellectual know‐how. The question is, how do you measure something defined as intangible?
Developing leaders to support a new vision at Genesis
Authors: Dyos Andrew
Published: June 2010

Andrew Dyos, HR director at Genesis Communications, explains how a unique board development program helped the company unite its leaders behind a new corporate vision and values.
Involving employees in redesigning reward at Centrica
Authors: Bishop Marc
Published: June 2010

Changes to employees’ terms and conditions must be handled sensitively. Marc Bishop, head of reward and recognition, explains how feedback and communication helped Centrica successfully harmonize its reward offering.
Integrated talent management at BD Japan: How a holistic approach to talent management built a high performance culture
Authors: Romans Jay , Lardner Lucy
Published: June 2010

For Becton Dickinson Japan, talent management meant overhauling its approach to talent from hire to retire. Find out how it created a new culture of accountability and engagement that helped the company exceed its target to double sales in five years.
Managing talent for competitive advantage: Taking a systemic approach to talent management
Authors: Ashton Chris , Morton Lynne
Published: June 2010

Getting the right people in pivotal roles at the right time should be nothing new to HR professionals, but done effectively, talent management can create long‐term organizational success. Here, Lynne Morton and Chris Ashton show how to align talent management strategies to business goals, integrate all related processes and systems and create a “talent mindset” in your organization.
Healthy culture, healthy results
Authors: Salkey Josie
Published: June 2010

You are the CEO of one of the world’s largest financial services firms. The company is facing a weak market and has been hit by internal scandals leading to the closure of its Japanese private bank and investigation from European regulators. The mood is not optimistic. What do you do? For Charles Prince, who took the helm at Citigroup in 2003, the answer was clear: the company must build a reputation for ethics to equal its fearsome track record as a financial powerhouse.
Exploiting cultural dimensions
Authors: Jaquenoud Laurent
Published: June 2010

Laurent Jaquenod explains why and how HR professionals can harness cultural dimensions for improved, sustainable business performance.
Integrate corporate culture and employee engagement
Authors: Cheese Peter , Cantrell Susan
Published: June 2010

Research has shown that the more engaged the workforce, the more innovative, productive and profitable the company. Yet few executives know specifically what they can do to develop a more engaged workforce.
Rating intellectual capital
Authors: Gear Rory
Published: June 2010

In his previous article, “Measuring the immeasurables,” Rory Gear of Summit‐IMM made the case for measuring intangibles and introduced the Standard and Poor’s method as a viable approach. Here, he describes a worked example taken from a real “Intellectual Capital Rating” of a large international manufacturing company. The company is referred to as “Company X” for confidentiality reasons.
Tailored recognition at Lloyds TSB Asset Finance
Authors: Addison Di
Published: June 2010

Di Addison of Maritz explains how feedback from employees in Lloyds TSB Asset Finance Division helped to successfully develop a recognition scheme that rewards specific behaviours.
The work of HR part two: the flow of information and work
Authors: Brockbank Wayne , Ulrich Dave
Published: June 2010

In the second of two articles, Wayne Brockbank and Dave Ulrich examine the ways in which HR adds value to stakeholders. In their first article they considered the areas of people and performance management. Here, they present menus of ways HR can add value for investors, customers, employees and line managers in two other key areas: information and work.
How O2 built the business case for engagement
Authors: Harley Andrew , Lee Danielle , Robinson Dilys
Published: June 2010

Like any successful HR initiative, employee engagement programs must have commitment from line managers. Find out how O2 revisited its employee engagement efforts and why demonstrating a robust business case is essential to getting and maintaining buy‐in from leaders and managers.
Developing leaders for a sustainable global society
Authors: McGaw Nancy
Published: June 2010

Asking business leaders to make decisions that produce superior financials and simultaneously contribute to social progress while protecting environmental quality is a tall order. Nancy McGaw, deputy director at the Aspen Institute’s Business and Society Program, shares the results of its research into leadership development with representatives from firms around the world.
HR metrics: Answering the right questions
Authors: Salkey Josie
Published: June 2010

Those working in HR ‐ and in other functions ‐ have many questions around the area of HR measurement. What should be measured? How should it be measured? Too often, focus is placed on answering the wrong questions. Are these truly the elements that make a difference to the business or just the ones that are easiest to measure?
Ruth James, TNT Express Services
Authors: James Ruth
Published: June 2010

Employees who get feedback on their performance are twice as likely to commit to their organization. In conversations with your team, and when training line managers, the matter of how individuals can raise their game needs to be addressed if your talent is to become a differentiating force.
Delivering the coaching elite to Unilever
Authors: Horner Caroline , Humphrey Sam
Published: June 2010

Find out how Caroline Horner, director of i‐coach academy and Sam Humphrey, head of global coaching at Unilever are using a unique assessment and selection process to produce more effective executive coaches.
Henkel’s innovative team briefing program
Authors: Thomas Alan
Published: June 2010

Team briefings have long been used to engage employees in change. Alan Thomas, Henkel’s staff resourcing and development manager, describes how the company used the process when merging four sites into one.
How customer dialogue energizes staff at LexisNexis
Authors: Eastmond Richard
Published: June 2010

A radical restructure at legal information provider LexisNexis Butterworth left employees with low morale and in need of a new vision. HR director Richard Eastmond describes how the company is using the “customer voice” to re‐energize employees and create rapid change at a critical time in the company’s history.
Understanding and motivating employees at WH Smith
Authors: English Gareth
Published: June 2010

Following a number of management team changes, WH Smith Travel wanted to establish how its employees viewed the company’s organizational culture. Here, Gareth English, senior consultant with business psychology experts, OPP, explains how conducting workforce surveys helped to gauge the impact of the changes, identify areas for improvement and encourage employee engagement.
Helping HR to understand the strategic value chain
Authors: Mayo Andrew
Published: June 2010

Andrew Mayo, director of Mayo Learning International, explains how using a cause and effect analysis system will help determine how HR’s agenda should be set in order to directly support key strategic outcomes.
Luisa Delgado,Procter & Gamble
Authors: Delgado Luisa
Published: June 2010

Procter & Gamble (P&G) has come along way since it began as a small,family‐operated soap and candle company in 1837. It now employs almost 98,000 people who provide products and services to consumers in 140 countries. The past three years of its history, however, have seen some ofthe most radical changes. Luisa Delgado, P&G’s general manager, human resources, Western Europe, played a key part in the company’s recent transformation. In 2001 it completely changed its business model in an effort to leverage scale as a global business while remaining intouch locally. The company is now driven by global business units rather than its previous country‐driven model.
HR for HR: Are your skills up to scratch?
Authors: Salkey Josie
Published: June 2010

The average job description for a senior HR professional has changed dramatically over the past few decades. No longer the bastion of transactional processes and employee administration, the responsibilities of the director or VP of HR are markedly different
Can HR fulfil its promises?
Authors: Bolton Robert , Storr Sonia
Published: June 2010

Robert Bolton and Sonia Storr of Atos Consulting discuss how HR must develop new skills in order to continue facilitating value creation.
Recognizing employees’ efforts at Sara Lee Foods
Authors: Chadha Yash
Published: June 2010

Yash Chadha, O.C. Tanner’s UK managing director, explains how Sara Lee Foods’ BRAVO! performance recognition program encourages a culture of exceptional performance and appreciation.
Transforming HR for strategic impact at AstraZeneca: How centralized HR support improved internal customer service
Authors: Hayward Simon
Published: June 2010

AstraZeneca needed to refresh its internal customer relations processes from its outdated paper‐based communication model. Using a centralized delivery model, the company increased its efficiency, improved internal customer service and ultimately, cut costs.
Making leadership programs effective
Authors: Waite Annie
Published: June 2010

Organizations across the globe are acknowledging that their current managers and leaders‐in‐waiting will one day leave their posts, be it to retire or because a more appealing job offer has arisen. With this in mind, many companies are development increasingly effective strategic methods for training their high‐potential employees.
Are leaders acting on their training?
Authors: Goldsmith Marshall
Published: June 2010

“The value of leadership training needs to be measured more effectively”, says executive coach Marshall Goldsmith. Here, he explains how.
How to motivate your employees to learn
Authors: McGee Lucy
Published: June 2010

Many costly training initiatives fail to yield the desired outcomes. From an organization’s perspective, learning tension is a combination of activities designed to ensure change is sustained and has the intended, lasting impact on individual and business performance.
Making the HR business partner transition at Vodafone
Authors: Brearley Matthew
Published: June 2010

Matthew Brearley, Vodafone UK’s head HR business partner, explains how the organization’s HR team made the switch from HR service providers, to business partners who genuinely drive company performance.
Identifying future leaders at Xerox Capital Services
Authors: Chughtai Julie
Published: June 2010

Xerox Capital Services’ former OD and learning leader, Julie Chughtai, explains why her employee development program was recognized in the shortlist for Melcrum’s Excellence in Leadership Communication Award.
How to involve the board in executive growth: Five ways to integrate succession planning into the board’s activities and responsibilities
Authors: Neisendorf Barbara , Saslow Scott
Published: June 2010

Linking executive development to the overall business strategy is a rising focus for HR, but have you harnessed the power of your board of directors? Barbara Neisendorf and Scott Saslow show how to encourage the board’s support and commitment in order to improve your succession planning system from the top down.
Microsoft: Innovation through HR’s partnership: Instilling a culture of innovation and forward‐thinking from the top down
Authors: Heritage Catherine
Published: June 2010

Microsoft has created an environment of trust and flexibility which encourages its employees to drive the company into the future with maximum commitment. Catherine Heritage, an HR consultant and business partner at Microsoft, describes how the organization facilitates this level of engagement and maintains its employees’ ability to “think outside the box.”
Breathing life into business strategy: An extract from Melcrum’s new report on communicating strategy
Authors: Thatcher Mandy
Published: June 2010

There’s clear evidence that helping employees become more business literate makes a difference financially. But turning complex business plans into motivating ideas that connect with a cross‐section of employees is a challenge many organizations struggle with. This extract looks at the common principles that will help to engage your employees.
Developing high‐potential talent at Hughes Supply: Selecting and preparing employees for future leadership roles
Authors: Romans Jay , Frost Alan , Ford Sharyn
Published: June 2010

Conducting research into where prospective pools of talent can be found has helped Hughes Supply to identify and attract suitable candidates for leadership. Its “Manager In Training” program now produces managers who have a deeper understanding of the business.
Pursuing prime candidates
Authors: Waite Annie
Published: June 2010

Recruiting and retaining the most talented employees is something all organizations are striving to do. This issue delves into the complex arena of employee retention issues and discusses a range of positive suggestions for maintaining a strong body of talented employees, who are keen and capable of driving your organization into the future.
How to implement an HR software system
Authors: Richards Michael
Published: June 2010

More than a third of HR and payroll professionals don’t know the number of sick days their staff take, how long they stay in their jobs, or the cost of recruitment, according to Eyes Wide Shut: HR’s blind ambition. HR needs to harness the basics of people information so it can start to contribute to strategy.
Linking personality data to HMCE’s competency framework
Authors: Trickey Geoff
Published: June 2010

Geoff Trickey, managing director at Psychological Consultancy Ltd, explains how using psychometric testing at Her Majesty’s Customs and Excise helped discover connections between competency and performance.
Releasing profits to partners at John Lewis Partnership
Authors: Street Andy
Published: June 2010

Andy Street, director of personnel at John Lewis Partnership reveals how his company’s unique organizational structure affects its unusual approach to employee rewards and truly reflects the cultural values of the company.
Overcoming four HR outsourcing obstacles: Top tips for tackling a selection of HR outsourcing challenges
Authors: Smith Andrew
Published: June 2010

With the outsourcing of various HR activities increasingly falling under the remit of senior HR practitioners, Andrew Smith, outsourcing partner at international law firm Morrison & Foerster, outlines four obstacles you might encounter, and some of the steps you and your HR team can take to ensure the most effective outsourcing results.
Identifying career routes and key skills at Atkins: Increasing retention rates by fostering engagement with development plans
Authors: Fitzgerald Brian
Published: June 2010

Introducing Management Development Centres enabled Atkins to map its employees’ potential career routes by assessing their key capabilities and interests, explains Brian Fitzgerald, Akins’ director of HR development.
Tackling diversity and HR convergence
Authors: Payne McClendon Wesley
Published: June 2010

Wesley Payne McClendon explains why HR needs to simultaneously address its multiple challenges in order to contribute to making strategic decisions.
How to create a green‐thinking HR function
Authors: Colborn Quentin
Published: June 2010

Green issues are increasingly on the radar of forward‐thinking businesses around the world, due to the ever‐changing climate ‐ both politically and meteorologically. But is this an issue for HR?
Providing stress counselling to Quest International’s employees
Authors: Spiers Carole
Published: June 2010

Stress issues can have detrimental effects on staff wellbeing. Quest International, a UK fragrance specialist, has addressed the issue by forming its own counselling group, explains occupational stress consultant, Carole Spiers.
Rolling out employee share options at Enterprise Inns
Authors: Memery Julia
Published: June 2010

Offering share “match” incentives and flexible payment choices enabled Enterprise Inns to gain employee buy‐in for its Share Incentive Plan, explains Julia Memery, relationship manager at Halifax Employee Share Services.
How coaching cuts costs and saves time at BT Retail: Improving overall performance through coaching sessions
Authors: Brumwell Ian , Reynolds Paul
Published: June 2010

In 2004, BT Retail Online enlisted the help of coaching consultants Trinity Horne, to identify methods of improving and optimizing its performance management framework. Ian Brumwell and Paul Reynolds of Trinity Horne explain how implementing a MasterCoach program with management development workshops significantly benefited the business.
Leveraging personalities for business advantage: Exploring how age and character impact upon leadership development
Authors: English Gareth
Published: June 2010

Gareth English, senior consultant with business psychology experts, OPP, details how enhancing awareness levels and using psychometric profiling systems can help leaders identify how to interact with different groups of people and see the impact this can have on working relationships throughout the business.
Building on employee strengths at Sony Europe: A three‐step process to maximize staff contributions to the business
Authors: White Roy
Published: June 2010

When Sony Europe began a restructure in 2003, Roy White, its VP of HR, realized that identifying and focusing on each employee’s key strengths would be crucial to enhancing performance. Here, he explains how by introducing mentoring projects under a three‐step plan, the organization encouraged employees to focus on what they do best and maximize their contribution to the bottom line.
HR’s expanding global remit
Authors: Waite Annie
Published: June 2010

Around the world, HR practitioners from all industries are beginning to think on a global scale. The impact more advanced and efficient HR systems, technological progress, increasingly regular mergers and developments in remote working options, mean that the average HR department is having to behave and think more strategically in order to keep up with overall business pace.
Responding to the changing workforce
Authors: Vaishampayan Devyani
Published: June 2010

HR professionals must prepare for the imminent shift in employee demographics, technology and social trends, warns Devyani Vaishampayan.
How do I prove to the CEO that HR is a profit centre?
Authors: Ulrich Dave
Published: June 2010

Too often, HR is the first on the cutting block of retrenchment simply because its value isn’t clearly articulated. Since value is defined by the receiver more than the giver, HR needs to identify what upper managers care about to convince them of its value.
Why contextual thinking is vital
Authors: Overholt Miles , Jamrog Jay
Published: June 2010

Staff and faculty of the Management Centre Europe and the Human Resource Institute are rapidly learning about the true complexity involved in the creation of integrated metrics. They’ve learned that data must be assessed within its proper context, or results can lead to unintended consequences and unsuitable interventions.
Promoting “EXCITE”ing brand values at General Motors UK
Authors: Sharp Jos
Published: June 2010

Jos Sharp, internal communications manager, explains how global car manufacturer, General Motors, has developed an award‐winning employee motivation program.
Rolling out Vanco’s global remuneration package
Authors: Mansfield Steve
Published: June 2010

Vanco’s Group HR Manager, Steve Mansfield, explains how the telecomms company was able to deliver a consistent benefits package to employees covering all of its regions.
Managing Sepracor’s employment brand: Tracking the employment brand’s contribution to business strategy
Authors: DeTore Regina , Jackson David
Published: June 2010

Sepracor, a pharmaceuticals provider, introduced a strategic plan to help develop an employment brand and support its growth. Regina DeTore, Sepracor’s VP of HR, and David Jackson, Mercer communication consultant, explain the step‐by‐step process the company used to build and manage a measurably effective and enduring employment brand.
Assessing culture at Sun Microsystems: Using a unique exercise to generate vital cultural data during an acquisition
Authors: Terranova Charles
Published: June 2010

Sun Microsystems developed a merger and acquisition data‐capturing exercise, which was put into practice when the company acquired StorageTek. Charles “Terry” Terranova, a senior organizational consultant at Sun, explains how he gathered crucial information on each company’s culture to assist managers with the successful merger of the two companies.
Measuring the impact of values at BDO Stoy Hayward: Creating an award‐winning business with strong values‐based management
Authors: Tatchell Nick
Published: June 2010

In 2001, BDO Stoy Hayward decided to develop a strong values‐based culture, which has generated major enhancements in staff opinions, during a period of restructure and business growth. Nick Tatchell, senior project director at ISR, works with the company to test the attitudes of its people. Here, he discusses how BOD Stoy Hayward embedded its values and how this has improved employee retention and satisfaction.
Joining up HR for maximum contribution
Authors: Waite Annie
Published: June 2010

This issue of Strategic HR Review looks at some of the ways HR can provide added value to the business
CEO’s influence on talent management
Authors: McGee Lucy
Published: June 2010

Lucy McGee, director of consultancy DDI UK, discusses how HR can best engage and deploy the CEO in the execution of talent strategies.
How to build an effective global knowledge workforce
Authors: Miller Frederick D.
Published: June 2010

HR can play a significant role in implementing global workforce strategies, but needs to craft solutions to the novel problems of the global workforce, both in emerging markets and in their companies’ home countries.
How do I find HR practitioners, not HR pretenders?
Authors: Delgado Luisa
Published: June 2010

True HR professionals are indeed difficult to find, and define. Companies that manage to source and develop HR professionals systematically and consistently will create a competitive advantage that others will not be able to re‐produce easily.
Fairchild Semiconductor’s 10 ways to identify “intrapreneurs”
Authors: Willison Steven
Published: June 2010

Steven Willison, senior HR associate at Fairchild Semiconductor International, provides 10 tips for making the most of your company’s talent, suggesting useful ways to nurture those ideas into fruition.
Rolling out voluntary benefits for public sector employees
Authors: Lebond David
Published: June 2010

David Lebond, executive director of employee‐benefits provider p&mm, worked with Nottingham City Council in the UK to introduce its first ever employee‐benefits package.
Making dynamic changes at Northern Foods: Adjusting HR strategy to face the challenges of a constantly evolving market
Authors: Pickavance Norman
Published: June 2010

Northern Foods, one of the UK’s leading food producers, has recently led a change program in the face of the shifting UK food industry. Here, Norman Pickavance, its group HR director, explains how the organization’s HR function has enabled significant change and ensured its pivotal role in reshaping the company’s future.
Connecting staff research with company success: A practical guide to developing an effective measurement program
Authors: Brown Andy , Kelly Steve
Published: June 2010

To help management make better decisions, employee research must explore the relationship between levels of engagement and actual performance, and provide insight into what drives engagement. This article explains how to move your research program beyond descriptive, silo data to show the links between key measures and profit drivers.
Restructuring talent sourcing at DuPont: Standardizing and simplifying talent‐search and management processes
Authors: Cseres Peter , Kelly Neil
Published: June 2010

In 2004, DuPont began to adjust the way it generated new talent. Search and selection specialist, NDK International, was tasked with playing a pivotal role in redesigning DuPont’s employee search system and identifying the right employees for DuPont’s EMEA territories. By providing clearer lines of communication and promoting brand awareness, DuPont has significantly improved its talent management system.
Management development strategies at Fujitsu Services: Creating a management training academy for higher‐impact employees
Authors: Williams Ian
Published: June 2010

In 2005, developing technically minded employees into productive people managers was top of the agenda for IT services organization, Fujitsu. The company wanted to extend its employees’ expertise beyond just technological advancements, but also focus on their internal managerial skills. Here, Ian Williams, Fujitsu’s head of organization and people development, explains how a modular management development program has enabled the organization to get more from its people.
Finding roles for social‐media tools in HR
Authors: Tulgan Bruce
Published: June 2010

Bruce Tulgan suggests nine ways in which HR can connect with the business using new social‐media tools such as podcasts, wikis and blogs.
What are the characteristics of a true learning organization?
Authors: Mayo Andrew
Published: June 2010

A learning organization is perhaps better described as a learning culture. Cultures take time to build and require concerted, integrated effort. Of course, we also expect to see some tangible benefits to stakeholders as a result of creating such a culture. We can divide the characteristics of a learning organization into processes and behaviours.
Spearheading video interviewing at Appointments Bi‐Language
Authors: Venn Tim , Hoogstraate Kees
Published: June 2010

Videoconferencing gives companies an advantage in the global competition for talent, say Tim Venn, director of recruitment firm, Appointments Bi‐Language, and Kees Hoogstraate, European marketing manager at Sony Europe.
Using Appreciative Inquiry to measure employee engagement
Authors: Keers Cath
Published: June 2010

Focusing on the positives and introducing initiatives around those themes helped to improve employee satisfaction at O2 UK, a mobile communications company, says its customer director, Cath Keers.
HR’s role in audience segmentation: How employee segmentation can help HR create tailored programs for its different employee groups
Authors: Waite Annie
Published: June 2010

This collection of case studies and advisory steps is taken from Melcrum’s recent research report “Mastering Audience Segmentation” and provides an overview of how HR and communications can work together to shape the way an organization communicates with its different employee groups.
The impact of culture and climate on change: Distinguishing between culture and climate to change the organization
Authors: Sopow Eli
Published: June 2010

Change initiatives that fail have often ignored the subtle yet vital difference between organizational culture and organizational climate. Here, Eli Sopow distinguishes between the two and reflects of the impact of each on change programs. The key, he says, is to change the day‐to‐day practices that contribute to the overall climate, while holding onto the positive elements of the culture that make employees feel secure.
Merging with confidence at LogicaCMG: Why HR is key to ensuring the whole is greater than the sum of its parts
Authors: Perks Nigel
Published: June 2010

Leading IT company LogicaCMG has grown from 3,000 employees in 1991 to 40,000 employees today. Here, group director Nigel Perks explains how the organization’s HR programs have been an essential part of its rapid growth ‐ both organic and through acquisitions.
Improving retention with a recognition overhaul: Why Craegmoor Healthcare regularly reassesses its rewards and training
Authors: Keating Denise
Published: June 2010

Keeping a close eye on what motivates employees made all the difference to Craegmoor Healthcare’s staff turnover rates, as its HR and IT director, Denise Keating, explains in this article. By focusing on three priority areas for improvement (management development, staff training and recognition), the company was able to improve its retention rates by 3 per cent, between mid‐2004 and the end of 2006.
The tricky business of change management
Authors: Nolan Sara
Published: June 2010

There are many challenges involved in managing change, but also many opportunities, as the features in this issue convey. The main theme of this issue is mergers and acquisitions and the vital role that HR plays in achieving successful outcomes.
HR’s role in mergers and acquisitions
Authors: Lindquist Karen
Published: June 2010

Karen Lindquist, director at MCE, discusses the opportunities for HR to act as a strategic partner during mergers and acquisitions.
Rapid e‐learning at enterprise level
Authors: Unneberg Lars
Published: June 2010

Over the past three years, the rapid e‐learning market has grown to represent a significant portion of e‐learning content. Rapid e‐learning is generally used to describe e‐learning programs that can be developed quickly and inexpensively. Industry guidelines suggest that traditional e‐learning projects produced in‐house can take 10‐plus weeks from conception to final publishing. Rapid e‐learning is designed to reduce this to several weeks.
Health and wellness programs help manage human capital
Authors: Ingham Jon , Norris Adrian
Published: June 2010

Targeted health and wellness programs can help improve employee engagement and productivity, say Jon Ingham and Adrian Norris, director and managing director and Buck Consultants.
Flexible‐benefit program acts as consolidation tool
Authors: Brownlie Keith
Published: June 2010

Keith Brownlie, group HR advisor at Informa, explains how a flexible‐benefit program reduced costs and brought unity and harmony to a post‐acquisition environment.