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Change Management

A Delicate Balance Business Needs and Employees' Lives in Chaos

October 22, 2004
With four hurricanes pounding Florida in six weeks, critical services such as hospitals, utility companies and government offices had to perform quite a juggling act. These organizations had to remain up and running and keep employees focused on their jobs, while at the same time taking into account workers’ concerns about their families, pets and homes.
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Forget What You’ve Heard Come Work for Us

May 25, 2004
As the experience of MCI--formerly WorldCom--shows, even a company that has had a bad reputation can recruit thousands of employees. It’s all a matter of being open and honest about the company’s problems and finding employees who will thrive in a company that’s changing rapidly.
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Despite Painful Cutbacks, These Companies Still Have Recruiting Power

March 1, 2004
Employers that handled the downturn well are ready to sell themselves to job candidates as the economic expansion grows. Accenture employees feel like they’ve been “re-recruited.” One Sun employee wouldn’t leave even if offered a good position elsewhere--she’s too used to the lack of a commute. Healthwise has created “an enormous amount of goodwill.”
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Dear Workforce How Do We Eliminate Special Privileges After New Ownership Takes the Reins of Our Company?

October 31, 2003
I have an employee that has been with the company 11 years. The company changed hands one year ago. Since that time, there have been policy changes. Under the old owner, the employee was given special privileges, such as special hours and other considerations. The new owner is unwilling to do this and it continues to be a cause of contention. If she doesn’t get her way, she pouts and complains to other employees. She continually implies we are discriminating against her because of her heritage and continues to make life uncomfortable. Her work performance is acceptable. The legal issues are one thing, but otherwise, do you have any suggestions from an HR point of view?
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Don't Mess With Carly

July 1, 2003
Hewlett-Packard was once a consensus-driven, decentralized, "dwindling" company that focused on products and engineering. CEO Carly Fiorina has turned it into a hard-driving, top-down success that keenly focuses on customers and sales. If employees don't agree? Easy. It's Carly's way or the highway.
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