October 24, 2014
Special Report: Dealing with disaster
By Patrick J. Kiger
| Effective disaster response requires careful planning |
and attention to seemingly insignificant details. It
also requires improvisation and a willingness to bend
rules and bust budgets, if necessary. Here is how
Florida workforce leaders preserved their businesses
and supported workers in the midst of devastation.
| || |
Diversity on the menu
By Irwin Speizer
|Ten years ago, Denny’s was known as one of the most racist companies in America. Under Chief Diversity Officer Rachelle Hood, all that has changed. The company now has minority franchisees, female and minority board members and a diverse senior management team. There’s training and scholarships and a much-improved image among African-Americans. But the company can’t quantify the financial benefits of the transformation. "If you think diversity is going to sell one more pancake, you’re crazy," CEO and president Nelson Marchioli says.|
Anatomy of a de-merger
By David Creelman
|When the InterContinental Hotels Group split off from its parent company, that was just the start of the work for Jim Larson, the company’s executive vice president of global human resources. Over a 12-month period, the company faced a hostile takeover attempt, a rebranding and a global reorganization with slashed costs and layoffs. |
In this Q&A, Larson talks about how the company forged its new identity.
Full speed ahead
By Martin Booe
|The second-largest school district in the nation now has a retired Navy captain at the helm of human resources. In two years, the Los Angeles Unified School District has transformed itself from an employer of last resort to a first pick. Chief Human Resources Officer Deborah Hirsh accomplished the salvage job by upgrading recruiting techniques and enrolling existing teachers in training and educational programs to |
bring their credentials up to snuff. She also recruited a Navy colleague to help.
Warming up for leadership
By Joe Mullich
|Schneider Electric’s business-incubator project selects high-potential employees to act as members of cross-functional "SWAT teams" that have the authority and ability to move quickly within the organization to find new opportunities and solve problems. Schneider hopes that the project, less than a year old, will fuel sales growth while giving employees the experience they need to become company leaders.|
Between the Lines
Doing it the hard way
A new book celebrates hardball business and downplays the "soft stuff."
| Reactions From Readers |
Letters on faith at work, health-care politics, personality tests and the art of the apology.
In This Corner
Six ways to get yourself sued
Return-to-work situations are the quicksand of the workplace. With no visible solid ground, a slight misstep can be fatal.
Go for flexibility
Not quite ready for new world of overtime
Disney begins to search for a new CEO, and the new Eisner might well be one of the company's illustrious alumni. Also: Oracle wins a round in court. Take cover--it's open season on open enrollment. Companies consider shifting family premium costs.
|Health Benefits |
A leap into better care
The Leapfrog Group’s goals are informed health-care choice and a system of rewards for providers that offer superior care. Big companies have the clout to make hospitals respond to the challenge, but the next stage is getting health plans to step up.
To retain the rank and file, PeopleSoft sweetens the deal
It’s not just executives who are being offered retention deals. The company has taken aggressive steps to give employees a reason to stay, even in the face of Oracle’s ever-stronger position. Employees also are thrilled at the return of company founder Dave Duffield.
Telecounseling finds favor with EAPs
Some companies are advancing the telephone from a referral tool to a way to deliver therapy. Proponents say it’s an efficient, effective way to deal with all but the most serious mental-health issues, but critics say it’s untested and is offered only to curb costs.
A team tackles absence costs
Osram Sylvania’s risk manager and its manager of occupational health teamed up to integrate occupational and non-occupational absences, saving $800,000 the first year.
Recognizing the unsung heroes
What can make defined-contribution plans work better? Surprisingly, the same things that bedevil them: procrastination and inertia.