As part of our 90th anniversary, Workforce Management is talking to some of the people and organizations that helped influence today's workplace. In this installment, Workforce Management contributor Richard Rothschild speaks with Kelly Services Inc. president and CEO Carl Camden. For Kelly, it all began with a secretary who couldn't work because she was too ill. Sixty-six years later, it has become a multinational job placement company that finds temporary employment for 530,000 workers annually. With 8,000 full-time employees worldwide, the Troy, Michigan-based company's iconic image remains the “Kelly Girls,” those well-dressed women who would show up for office assignments wearing white gloves. Indeed, many observers still refer to the company with the words, “Oh, you're the Kelly Girls.” Read More
New trends in relocation are growing out of economic necessity as companies find new ways to move their talent while protecting both the employee and the company from the volatility of the real estate market.
The Northfield, Illinois-based company will reorganize its domestic sales team, consolidate its U.S. management centers and trim the corporate and business units. Read More
The cutbacks represent 3 percent of the company's total workforce, according to a release issued Jan. 11.Read More
It marks the latest large-scale acquisition for Tokyo-based Recruit, and will result in Advantage Resourcing divesting most of its non-Japanese operations.Read More
Full-time, traditional employment at Caterpillar rose 18.7 percent to 121,513 workers at the end of the third quarter.Read More
As the U.S. unemployment rate hovers around 9 percent, the contingent staffing market is booming with a half-million jobs added over a 12-month period.Read More
Manager of talent management, Doosan Infracore Construction Equipment, Seoul, South KoreaRead More
Our financial services company recently introduced shift work for some service positions, which has led to grumbling and general discontent. For example, our service-desk positions previously were 8 a.m.-5 p.m. jobs, but business needs warranted going to a 24/5 schedule. We are concerned about a drop in morale, along with the attendant productivity drops. We tried to roll this out gradually, giving service people time to adjust and informing them of the change through group meetings and one on one. Still, morale is at a new low since we began the shift-work schedule. How could we have missed on this so badly? And how can we repair the damage?
—Sinking Fast, manager, finance/insurance/real estate, Johannesburg, South Africa