I’ve heard a lot about finding the right “organizational fit” when hiring new employees. My question is a little different. Specifically, how do we develop good interview questions/hiring criteria to ensure a good match as we search for a prospective new HR director?
The measure has stalled since its March introduction. Even when the Democratic Senate caucus numbered 60, EFCA supporters couldn’t bring enough moderate Democrats on board to overcome a filibuster.
The second decade of HRO begins with a much more balanced perspective of outsourcing and a clearer understanding of its strengths and limitations. But if the promises of outsourcing are to be achieved, there are a few important considerations that should guide its use. Successful outsourcing begins with internal processes, including HR transformation, pragmatic scoping of the HR outsourcing project, gap analysis and change management.
The appointments come after last week’s resignation of Anastasia Kelly, AIG’s general counsel and vice chairman for legal, human resources and corporate affairs. Kelly left in connection with federal salary caps imposed on executives that took government bailout funds.
The awards, which AIG called ‘legally binding contracts,’ were outlined in a broader report by Kenneth Feinberg, the Treasury Department’s special master for executive compensation.
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The American Society for Training & Development reports that 2008 was a year of stark contrasts for learning and development. Increased investment in learning was evident early in the year, only to be followed by cuts as the economy foundered last fall, leaving learning professionals to deliver effective employee training despite reduced resources. Also, for the first time in the survey, the use of e-learning declined.
Other companies have taken the path of GM and hired non-HR professionals to lead a corporation’s human resources department.
At successful global corporations, the CEO wants one thing from the top hr officer: a strong pipeline of high-level leaders that will drive business growth. At successful large companies, interaction between the CEO and the chief HR executive revolves around building and maintaining the very top layer of corporate leaders—and little below that.
GTSI Corp., an IT provider for federal, state and local governments, was on the brink of bankruptcy three years ago. As the company moved into financial default and the employee attrition rate hit 55 percent, the board replaced the CEO with Jim Leto, who was one of its own members.