Bajer, J. (2015), "Editorial", Strategic HR Review, Vol. 14 No. 5. https://doi.org/10.1108/SHR-09-2015-0073
Emerald Group Publishing Limited
Article Type: Editorial From: Strategic HR Review, Volume 14, Issue 5
Welcome to a new issue of Strategic HR Review!
In our last issue, we focused on how organisations are bringing the Millennials into the workforce and how some of the challenges they present can help the rest of the organisation’s engagement.
This time, we’ll look into how the world of work is changing and what HR departments across the world are implementing to benefit from these changes. The way in which we work these days is calling for a significant re-think of our policies, technologies and processes.
Here are some examples:
Ksenia Zheltoukhova from the UK-based Chartered Institute of Personnel and Development explores how HR managers can develop new ways of working that create shared value for a much wider range of stakeholders than they traditionally have served – including their employees, their businesses and society.
Marcello Sambartolo from UK-based Workforce Software discusses the critical components of an effective workforce management strategy, backed by technologies designed to deliver complete, real-time labour data that enable companies to be proactive in addressing the challenges inherent when employees operate out of multiple locations or countries.
In Strategic Workforce Planning: A Vital Business Activity, Andrew Mayo from UK-based Mayo Learning International outlines workforce planning strategies that can help companies ensure they continue to have the “right people in the right places with the right skills” even as technology opens up new ways for employees to perform their duties and engage with their companies and customers alike.
Pradeep Sahay from Human Capital Solutions in India discusses the fast-changing world of recruiting and the many new roles that recruiters must now play within an organization to ensure the acquisition of new talent aligns with business objectives now and in the future.
Eric Van Duren and colleagues from USA-based Spectrum Health present a case study of a health care firm that leveraged Lean process improvement principles to the realm of talent acquisition – garnering impressive results across the board.
Finally, Alex Linley from UK-based Capp discusses a recruiting strategy that eschews “arbitrary” screening criteria in favour of uncovering hidden skills and abilities that serve the current and future needs of the organization while also enabling greater social mobility and public benefit.
It is my hope that you will be inspired by the articles in this issue, perhaps encourages to make changes in your own organisation to create real benefits from new ways of working.
With warm regards,
Dr Javier Bajer
Founding CEO – Possibilate Ltd