Hitoshi Kawaguchi, Nissan Motor Co.’s senior VP for HR, says his company’s award-winning program in Japan, which includes longer maternity leave than the law requires, has sparked change as more women are brought into the company fold. But the automaker isn’t looking to stop there: It’s also focusing on cross-cultural, generational and career initiatives.
Articles by Jessica Marquez
To ensure it retains the cream of its call center crop, the company keeps key people engaged with a plan that offers career development and flexibility.
Through its Essential New York Initiative, the group works with employers, universities and government officials to bring jobs back to the region.
Rocked by scandal, the money management firm stripped out corrosive elements of its culture and revamped compensation to restore its reputation.
Financial services giant Goldman Sachs has made learning and development a core part of its culture. And if recent earnings are any gauge, the company’s investment in its people is paying off.
The Arizona city tapped expertise from throughout its workforce and allied with outside agencies to create a new fire department in just 18 months. During the recruiting process, Scottsdale tapped the expertise of neighboring communities’ police and fire departments.
A revamped training program boosts productivity at the staffing company and gets new employees up to speed faster as they learn on the job. During the past six years, Randstad has developed training for new hires that directly resulted in $4.1 million in sales revenue.
A global recruiting site helps far-flung managers at the professional services company acquire the talent they need–and saves $1.5 million a year. Deloitte’s global recruitment site eliminates the redundant efforts of maintaining 35 separate local recruiting Web sites.
Deloitte’s Mass Career Customization program, which allows employees to “dial up” or “dial down” their responsibilities to fit their personal and professional goals, has resonated with its workforce. Now the company is trying to make believers of its clients.
Employers who used flexible work arrangements during the recession may decide there is a business case for them. Some may decide to keep them in place as the economy begins to recover.