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Articles by Fay Hansen

Leveraging the MBA

June 27, 2008
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Judith Edge, corporate VP for human resources, signed on with FedEx in 1983, when she was 22 years old, and worked up the HR ladder to become corporate vice president for global human resources in 2007.
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Special Report The HR Profession—HR At America's Most Admired Companies

June 27, 2008
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The HR leaders at America's most admired companies represent a wide mix of educational and professional paths. What they have in common is a belief in a responsive HR operation that understands the company's business objectives and engages the workforce so that everything it does is linked to company goals.
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Apple's Secret

June 27, 2008
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Apple Inc. claims the top position on Fortune's list of America's Most Admired Companies for 2008, but keeps its human resources executive shrouded in secrecy and refuses to respond to any questions about HR's contribution to the company's most admired status.
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Special Report Training and Development—Building Better Leaders...Faster

June 12, 2008
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At the top global companies for leadership development, HR owns the process and uses it to inform every aspect of workforce management.
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Tiered Mentoring at Infosys

June 12, 2008
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The company’s Leadership Institute splits its leaders into three tiers. Each is mentored by more senior colleagues, and they also apply and are evaluated for formal leadership training.
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Training the Top at GE

June 12, 2008
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Although GE’s best practices for leadership development are widely studied and emulated by other companies, the results are rarely duplicated.
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Testing the Tests

June 6, 2008
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Outdated tests and skill requirements and blanket diploma prerequisites open the door to legal challenges by unsuccessful candidates.
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RPO Helps ExxonMobil Keep the Trucks Rolling

May 7, 2008
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Particularly in industries hit by labor shortages, outsourcing the recruiting process can boost the number of qualified candidates and cut processing costs.
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Predicting Performance

April 25, 2008
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From its perch at the very top of Fortune’s “Best Companies to Work For” rankings, Google dispatches a select group of employees to predict the company’s demand for skills and the future availability of talent to meet that demand. Google’s workforce planning process covers all 16,805 employees worldwide.
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Kick-Starting the Planning Process

April 25, 2008
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Now in its second century of manufacturing legendary motorcycles, Harley-Davidson Inc. pulled in $5.7 billion a year in 2007 from sales in 60 global markets and a workforce of 9,700. But it also found itself facing the same labor shortages in critical fields, such as materials and marketing, that now plague all manufacturers.
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