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Ethics

Board Directorships A Higher Calling

January 5, 2004
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There was a time when board directorships existed above the scrutiny of human resources leaders. Today, nominating committees are tapping them to create candidate profiles and conduct due diligence on potential appointments. Rob Reindl is one of the people fueling the transformation. As corporate vice president of human resources at Edwards Lifesciences, an $850 million cardiovascular technology company headquartered in Irvine, California, Reindl is deeply involved in the recruitment and selection of the company's board members.
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<i>Dear Workforce</i> What Can HR Do To Boost Acceptance Of Our Ethics Program

November 11, 2003
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Our company’s ethics program is viewed as unimportant by management and employees. What can HR do to boost interest in our ethics program and its importance?
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Teaching Big Shots To Behave

October 3, 2003
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It takes the right message and the right messenger to bring big, bad dogs to heel.
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Grading on the Curve

September 18, 2003
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There's nothing new about the process itself. Law firms, college faculties and the military have operated under an "up or out" ethos for eons, and a number of companies, including PepsiCo, have used it for several decades.
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The Ethics of Forced Ranking

September 18, 2003
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A lot depends on how fairly the system is developed, and how fair the people are who carry it out.
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Rebuilding Trust Through Communication

September 18, 2003
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There is a point when an organization must stop focusing on crises and begin to focus again on serving customers, making money, and creating value for shareholders.
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More Training, Fewer Scandals

September 3, 2003
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The The New York Times hopes so. The paper will hire its first assistant managing editor.
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The Nepotism Problem Is Alive and Well

August 19, 2003
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In this author’s opinion, business leaders can learn the reason for nepotism policies by looking at the laundry list of scandals in college sports.
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Dead Man's Curve

July 1, 2003
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Whether you call it forced ranking, the "vitality curve" or another alias, it's a workforce performance tool that's used by up to one in five Fortune 500 companies. But most of them refuse to talk about it. Why is that? Ask Ford, which paid out $10.5 million over forced ranking-related discrimination claims.
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Managers' Lack of Character Must Be Fixed

May 30, 2003
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Managers must learn to treat people better, this author says, but it requires buy-in from the top and the creation of a management-coach position.
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