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Managing Change

Looking Inward at Bell Canada

March 1, 2005
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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02- Managing Change- NIMA

July 29, 2002
The National Imagery and Mapping Agency had to merge the personnel structures of the nine different federal offices and agencies from which it was fashioned. What NIMA’s HR leaders created was nothing less than revolutionary.
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02- Managing Change- NIMA

July 29, 2002
The National Imagery and Mapping Agency had to merge the personnel structures of the nine different federal offices and agencies from which it was fashioned. What NIMA’s HR leaders created was nothing less than revolutionary.
Read More