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Employee Career Development

Renewed Energy

September 15, 2005
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A spate of high-profile crises forced Royal Dutch Shell to take a hard look at its management structure and how it cultivates talent. Fortunately, says global HR executive Rick Brown, the company found that it had a deep reserve of employee loyalty on which to build.
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<i>Dear Workforce</i> How Do We Begin Planning Curricula for Professional Development

August 12, 2005
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I’ve been asked to create a professional-development curriculum plan for about 1,000 employees in seven cities. Internal training resources are limited but available in most of those locations. How do I determine a list of recommended classes, decide which courses to outsource vs. teach internally, calculate cost-benefit formulas, find appropriate training vendors and justify vendor costs?
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IBM Optimizes Its Workforce to Address New Business Goals

July 13, 2005
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HR strategy executive Garrett Walker explains how the company is working on recruiting the right people, providing the right development and efficiently matching people to projects.
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The New Crop

June 7, 2005
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Millions of college graduates are joining the American workforce this month--and what they want and expect from work isn't the same as it was for their older siblings. Employers and generational experts discuss what this latest generation is looking for in its jobs and careers.
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The New Crop

June 7, 2005
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Millions of college graduates are joining the American workforce this month--and what they want and expect from work isn't the same as it was for their older siblings. Employers and generational experts discuss what this latest generation is looking for in its jobs and careers.
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<i>Dear Workforce</i> How Do We Promote Professional Development in a Union Shop?

March 31, 2005
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Which performance-management and professional-development strategies would work best in a nonprofit, public-sector, unionized environment? More specifically, which type of incentives and learning culture are needed for employees to embrace professional development when job security is not an issue, under-performance is difficult to address, guaranteed salaries are negotiated by the union, and there is no room for bonuses?
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Looking Inward at Bell Canada

March 1, 2005
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Amid ongoing downsizing and employee discontent, Bell Canada had to break down institutional barriers in order to redeploy workers from threatened departments rather than hire outside candidates for new openings. A wide-ranging initiative called Bell People First has redeployed more than 1,500 workers at risk for downsizing and saved about $36 million in severance costs during the first two years alone.
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Let Your People Go

February 23, 2005
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Managers can often be stumbling blocks to internal mobility in a company. Smart firms may want to set up systems that encourage managers to play a stronger role in advancing their underlings’ careers, or that at least prevent managers from hindering workers who want to transfer.
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Two Stores Refuse to Join the Race to the Bottom

January 13, 2005
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While some supermarket chains slash benefits to cut costs, Wegmans and Stew Leonard's are bucking the trend, cementing employee loyalty and raking in big profits
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With Its “Heavy Lifters” Retiring, a Utility Company Looks to Save its Knowledge

October 29, 2004
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BC Hydro is looking to preserve its knowledge through an aggressive apprenticeship program, one that can run longer than a stint in law school.
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