 |
HRM |
Mon, 28 Dec 2009
Succession management is the planning, execution and ongoing management of a company’s critical future talent needs. The focus is on developing today’s talent into tomorrow’s leaders.
|
|
|
|
 |
Balli Kaur |
Thu, 12 Nov 2009
Succession planning is an ongoing process that requires care and consideration from day one. HRM talks to the experts about how to keep the fires burning as key personnel retire
|
|
|
|
 |
Mon, 02 Feb 2009
A well-implemented coaching programme is a crucial part of any HR strategy. It provides benefits for both the junior employee and their mentor. Further, it can help create a culture of teamwork and shared goals and responsibilities within an organisation
|
|
|
|
_Edit (e).jpg) |
HRM |
Fri, 02 Jan 2009
The corporate world has an unlikely role model for succession planning. Josh Goh, Senior Corporate Services Manager of the GMP Group, says the Japanese monarchy has showed how early planning can save time, money and angst down the track.
|
|
|
|
.jpg) |
Tue, 04 Nov 2008
The success of your employees is the best way to
judge your success as a manager, writes David Wee, Managing Director of Lee Hecht Harrison. The best managers are not necessarily the ones who can extract the most productivity from their people, but are those who produce great future managers.
|
|
|
|
 |
Wed, 01 Oct 2008
Perhaps the best way of addressing the importance of succession planning is to ask managers, 'How do you expect to carry on your family name, if you don't have offspring?' This by all accounts forces the point home
|
|
|
|
 |
Thu, 01 May 2008
Bayer Schering Pharma Asia-Pacific is currently one of the fastest-growing companies in the region, ranked among the top 10 in the overall rankings of pharmaceutical multinational companies, and it has big plans for the future as it expects to triple its business and double its workforce to more than 10,000 in the next decate.
|
|
|
|
.jpg) |
Thu, 01 Feb 2007
Stewart Black, executive director INSEAD Center for Human Resources in Asia speaks out on how an organisation should identify and develop individual contributors to become good managers
|
|
|
|