As the HR outsourcing market matures, private equity investors are becoming more comfortable with the idea of investing in this space. Hewitt Associates may be among the primary targets, the analysts note.Read More
The job search site partners with the New York Post and reveals that it is expanding the search functions of the job board at social networking site MySpace.com.Read More
The for-profit Institute for Corporate Productivity buys the assets of the Human Resource Institute with a serious goal: improving clients’ productivity.Read More
Talk of union mergers points the troubled autoworkers group toward either the United Steelworkers of America or the International Association of Machinists and Aerospace Workers.Read More
New deals with publications of Freedom Communications and North Jersey Media Group in California, Pennsylvania and Hawaii enhance the job board giant’s localization strategy.Read More
Following its acquisition of Unicru, Kronos appears poised to become a major player in the growing field of talent acquisition and management.Read More
Private equity firms and investment banks are realizing that given the high stakes involved, they need to assess an organization's people just as they do its financials before entering into a merger or acquisition.Read More
As a result of a recent acquisition, our company will be relocating about 100 employees from Pennsylvania to Florida by November 2005. Some of the associates have 15 to 20 years’ tenure. They are vested in the company and don’t want to lose all they’ve worked for. At the same time, they’re not all excited about moving. What suggestions are there to integrate the newer team members into our culture in a way that will make the transition a little smoother for them?
Three years ago our company began merging with a larger company, so we issued stay bonuses to all employees. Now the merger is off and most of the senior staff is ready to retire. Trouble is, we have no succession plan in place. Keeping newer employees from the merger together with existing senior employees poses a potential morale problem. How should we handle this?
When conglomerate Unilever scooped up Ben & Jerry’s, some worried that the ice creamiconoclast might become just another plain-vanilla subsidiary. Instead, the two companies have flavored each other’s cultures.Read More