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At too many large companies, corporate functions like HR and IT don’t get enough strategic direction from the CEO. Four basic steps can help.
GM and Toyota launched their joint auto plant where GM’s work force had been at its worst. Here’s what happened next. And why.
Over the years, researchers have proven that when it comes to retaining employees, money does not buy happiness. Most human resources professionals know that while workers welcome pay raises, the boost in satisfaction that comes with extra money typically does not last, nor do raises alone keep employees loyal.
At top companies, where the inspired use of metrics helps to identify potential leaders and develop their skills, the answer is yes.
Finding the most effective way to brainstorm is easier once you figure out what you want to get out of the process.
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The departure of talented employees can actually benefit a company, depending on where those individuals are hired. Therefore organizations must learn how to lose certain battles in order to win the war.
For those learning to lead, experience trumps formal training. But some experiences matter more than others, as two unconventional but highly successful organizations — The Church of Jesus Christ of Latter-day Saints and the Hells Angels Motorcycle Club — have recognized.
Surprisingly often, executives with impressive track records are mysteriously transformed into corrupt and tyrannical monsters once they become CEOs. What danger signals do these individuals exhibit, and what measures can be taken to reduce the likelihood of hiring them?
Business-process outsourcing is a key trend shaping the future of human resources. Six factors can help companies determine which HR processes to outsource and which to retain.
Many corporate programs to develop next-generation leaders fall victim to three pathologies that render the investments of time and money worthless. But there are ways of fighting these diseases.
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A variety of complex factors determines whether corporate diversity efforts help or hinder a firm’s bottom line.
Although most large corporations routinely collect data on employee turnover, benefits expenditures, training costs and so on, they rarely make that information public. But that could be a mistake, claim Fabienne Autier, associate professor of human resources management, and Rodolphe Durand, associate professor of strategy, both with E.M.
Sometimes large-scale operational efficiencies can mask opportunities. In their research, the authors found that small-scale operations provide significant advantages in four areas. Using case studies, the authors illustrate how companies in a wide variety of industries have found the hidden benefits of small-scale approaches, concluding that executives who learn when it is better to think small can have a potentially huge impact on their companies‘ long-term success.
Many companies boast that their employees are their greatest assets, but when the going gets tough, they shed those precious assets in an effort to cut costs and boost efficiency and productivity.
Are Japanese companies changing their practices of lifetime employment and seniority-based pay? Will a new system based on individual performance affect their competitors?
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