 |
HRM |
Mon, 08 Mar 2010
They will always look good on paper but business mergers (and acquisitions) come with a myriad of people issues. How can HR ensure a “happily-ever-after” result for both parties?
|
|
|
|
 |
HRM |
Wed, 13 Jan 2010
When it comes to change management, there are the traditional tried and tested strategies, but also a new concept that may yield results. Dr Javier Bajer, founding CEO of the Talent Foundation, is happy to explain
|
|
|
|
 |
Paul Howell |
Thu, 03 Dec 2009
The Royal Bank of Scotland Group, rescued by the UK Government in October last year, was hit hard by the global financial crisis, particularly in Asia. HRM talks to Brian McLaren, Head of HR, Asia, about the challenges, demands and opportunities (yes, opportunities) presented over the last 12 months
By Paul Howell
|
|
|
|
 |
Iain Hopkins |
Tue, 10 Nov 2009
Recovery or not, markets are certainly in a transformation mode at present. That’s led many organisations to attempt their own internal changes – but with only tepid levels of success. HRM’s Iain Hopkins looks at why change is often fumbled, and how HR can get the best results
|
|
|
|
.jpg) |
HRM |
Sat, 07 Mar 2009
Whether it is a merger, a new project, or the adoption of a new strategy, employees can be fearful of change. So what can HR do to make such necessary upheavals a more positive experience? HRM talks with change management thought leaders on HR's role in the arena of corporate change
|
|
|
|
(1).jpg) |
HRM |
Thu, 20 Nov 2008
HR’s guidance of employees and handling of communications during transitional times can make or break a business
|
|
|
|
 |
Mon, 03 Nov 2008
There was once a time when organisations looked at interim managers as simply being a type of first aid; corporate tourniquets used to halt the bleeding after some sort of organisational failure. They were temporary employees just filling a gap until the right candidate could be found.
|
|
|
|
|
HRM |
Tue, 01 Jul 2008
We need to change the way we think about change. Sustained change may begin with actions, checklists, and tools, but must evolve to adopt a fundamentally different identity
|
|
|
|