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Corporate Culture

Critics Remain Wary of Wal-Mart's Plans

August 15, 2006
Wal-Mart's plan to expand its HR operations to dedicate staff to each of its regions may be a step in the right direction, but some observers hope it’s just the first of more measures to come. Providing more HR support and training for its store managers is something Wal-Mart has needed to do for some time, critics say.
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<i>Dear Workforce</i> Should We Ban Use of the Term &#8216;Staff&#8217;

July 15, 2006
Our goal is to promote a culture of inclusiveness and teamwork--a process hindered by resistance to using the term "staff." Some employees think it is insulting and equates to being an underling. We don’t necessarily see it that way. How do we assuage their anger? Does this signal a more pervasive problem in our workforce?
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Mattel Chief Keeps an Open Ear to Employees

June 30, 2006
During his six-year tenure, Mattel CEO Robert Eckert has had lunch with thousands of employees at the company's El Segundo California headquarters. And he's read hundreds of handwritten responses from the workforce surveys that have been instituted at Mattel.
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Shaking Up the Toy Shop

June 30, 2006
Disjointed and lacking strategic direction, Mattel had clearly had fallen off its game. Now, a unifying workforce vision that finally brings true employee development, performance management and succession planning to the toy giant has helped the company find its way again.
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Many Businesses, but One Mission

June 16, 2006
It was Jeremy Farmer's job to bring Aon's fragmented insurance and consulting operations under a unified culture. With 47,000 employees in 500 offices throughout the world, the insurance and consulting company was completely decentralized. But when regulators came knocking, both the company and its HR chief realized that the new culture needed a singular goal: putting customers first.
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Rebalancing Putnam

May 30, 2006
In the wake of scandal, Putnam Investments realized that its rigid structure and hyper-competitive environment might have been partly to blame for bad behavior. Now the company hopes a more relaxed culture and less focus on short-term results will help restore its reputation with clients and potential employees.
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On The Skids

April 7, 2006
If you want to get a good look at the changing state of workforce management in the 21st century, look no further than the drama going on with General Motors and Delphi Corp., GM’s largest parts supplier.
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Age Wave Adapting to Older Workers

March 29, 2006
The ranks of workers 55 and older are swelling, yet few employers have adjusted to meet the needs of this strategically important segment of the workforce. Researcher and author Ken Dychtwald says companies might want to start thinking about flexible schedules, ergonomics and enchanced opportunities for older workers before they lose vital expertise.
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