Organizations usually stay the same whether they're merged into a bigger one or not. Coordination doesn't happen just because they're put together on the same organizational chart.Read More
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.Read More
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.Read More
For Ford Motor Co. and other Detroit automakers, on of the most confounding challenges revolves around so-called "legacy costs," the financial burden of pension and health benefits for retirees.Read More
Beyond job cuts and plant closures, Ford Motor Co. has revealed few details about its ambitious workforce restructuring plan. What's known, however, is the automaker has a tough road ahead as it tries to overhaul its U.S. operations--and that half-measures won't do.Read More
As people chief at SAP, Claus Heinrich provides the business software maker real-world insight into the applications that workforce managers need. But his greater responsibility may be helping the company's innovative culture amid global expansion.Read More
Flat organizational structures can hide both hierarchies and agendas. Flat organizations can be subject to manipulation by executives.Read More
W.L. Gore believes its egalitarian workforce philosophy--no titles, workers collaborating in small teams--fuels creativity and innovation. But as global expansion raises the need for more formalized practices, can the company maintain itself?Read More
I am trying to change the culture at my new job. I want the employees to be more aware of how their attitudes, cooperation, responsibility, communication skills and attendance affect our organization. How do I illustrate this without alienating people?
We want to move from a paternalistic culture toward a more performance-oriented one. Over the years we have laid the groundwork for forced ranking in our performance management system. How do we now launch it successfully?