The online jobs site operator says that board member and chairman emeritus Andrew McKelvey has resigned both posts after refusing to be interviewed by board members investigating the company's past stock options practices.Read More
What problems might I expect to encounter related to championing diversity in the workplace? Also, what is a good tool to measure the return on investment of having a diverse workforce? I’ve heard varying accounts of whether diversity is a useful tool or merely a politically correct buzzword.
Wal-Mart is hiring more than 300 HR managers to work in the field, instead of just having 100 executives in its headquarters oversee everything, says Sue Oliver, senior vice president of the Wal-Mart Stores Division.Read More
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.Read More
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?
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.Read More
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.Read More
How well do you understand the point of view of your company’s investors? Try this quiz.Read More
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.Read More
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.Read More