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Strategic Planning

Business First

November 8, 2006
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If HR doesn't understand how the company makes money, "then you can't be relevant," says Johnson & Johnson people chief Kaye Foster-Cheek.
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Tap the CFO on Metrics

October 22, 2006
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HR metrics currently in use by most organizations prove nothing. I find that most HR metrics fail to excite anyone in the executive suite because the ones selected are the wrong metrics. Few organizations involve the CFO in developing a suite of measures that have real meaning and value.
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Private Concerns

October 14, 2006
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As more publicly traded companies go private, there are significant workforce issues to consider.
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Home Depot Sheds Management Layers, Promotes From Within

October 13, 2006
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The Atlanta-based home improvement chain announced that its four division presidents in the U.S. and Mexico now report directly to CEO Robert Nardelli, a move designed to streamline decision-making.
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5 Questions for Jared Bernstein, Economist, Economic Policy Institute

August 14, 2006
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Jared Bernstein's new book combines a sober critique of economic policies with a clever set of acronyms. Bernstein labels the Bush administration's approach to the economy as "YOYO" thinking-that is, a "you're on your own" philosophy.
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CEOs Taking Greater Role in Talent Management

August 9, 2006
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About 30 percent of executives who participated in a survey conducted recently by the Economist Intelligence Unit and Development Dimensions International say they devote 30 percent to 50 percent of their time to talent management.
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Show's over. What now

July 21, 2006
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SHRM offers a unique opportunity for HR professionals to bond, to learn and to interact with others who do what they do. These are just a few of the really good things that happen at this conference.
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Do You Think Like an Investor

June 23, 2006
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How well do you understand the point of view of your company’s investors? Try this quiz.
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Part 4 Leading People Through Disasters

June 2, 2006
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Everyone, especially managers and those in HR, should be extra sensitive to the needs and problems of employees. Managers should be aware of unusual behavioral trends or problems developing in your department.
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Part 2 Leading People Through Disasters

June 2, 2006
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Because of concerns about caring for employees, a “responsibility structure” was devised so that all affected managers, HR leaders and individuals in other key functions were clear on who was responsible for what once employees were safe and the company was ready to start back to work.
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