Search results

This paper aims to outline and explore the changes chief human resources officers (CHROs) can expect in the digital age, focusing on three distinct categories: inward (changes within the office), outward (changes at the employee/manager level) and across (changes to the organization at large).

This paper carried out a review of digitization’s impact on the CHRO role, an assessment of changes at the employee/manager level and an assessment of changes at the organization-wide level.

Mimicking social media aligns learning and engagement technology with the expectations and working practices of the millennial generation. The HR function, led by the CHRO, may leverage the power of digital technology to gain an advantage over competitors by attracting and retaining top millennial talent. Cloud technology makes available a wealth of easily accessible information, which facilitates far more effective communication between management and employees. Digital provides employees leverage in terms of formulating strategy, decision-making and even leadership. Expect a dramatic increase in plug-and-play digital solutions related to recruitment and talent.

Learning and opinion based on the experience of a talent advisory consultant partnering with CHROs across a broad range of Fortune 500 companies.

Outlines some basic human embryological facts and considers several myths such as “the immediate product of fertilization is just a potential human being”. Gives medical facts to clarify these issues and concludes that these have far reaching implications for many areas of research. Argues that these decisions, at present, are based more on myth than science.

Given its relative novelty, the field of people analytics remains rather obscure in terms of its success criteria. The purpose of this paper is to unveil some of the hidden secrets of people analytics.

The paper reviews the common characteristics of those companies who have already been successful with it in their operations to date.

These 16 best practices cover the role of the CHRO and the employees as well as HR’s general position within a company.

While not all of the 16 best practices need to be in place, incorporating a few of them will provide significant benefit to businesses and employees.

While several of the best practices laid out in this paper directly impact personnel policies, they also all empower HR managers to be a force for good through optimised people analytics.

The paper presents a hitherto scattered set of best practices as forerunners in the novel field of people analytics.

As organizations operate in an increasingly borderless world where work is performed across various cultures, geographies and time zones, modern strategies and approaches for effective, global leadership are a necessity. The aim of this paper is to explore how leaders can successfully address the challenges of global leadership in order to improve business performance and take advantage of new business opportunities.

IBM's recently published Global Chief Human Resource Officer (CHRO) study – to which more than 700 HR executives and workforce strategists across 61 countries contributed – reveals that organizations continue to struggle to resolve a number of critical leadership challenges.

The authors explore the key levers that leaders need to apply in order to maximize workforce performance and capitalize on collective intelligence. Analysis of our study shows that many organizations will need to work very differently from how they operate today, engaging much more seamlessly across a wide range of geographic, functional, and generational boundaries.

The following article summarizes the findings from IBM's recent CHRO study, highlights its implications for modern leadership and presents selected case studies to illustrate how the theory can be put into practice.

Outlines the special characteristics of the Athens stock exchange which may cause misspecification in the simple market model and make Dimson type models more appropriate. Refers to previous research on then and nonsynchronous trading, discusses the methodological issues involved and applies both simple and Dimson type models to 1993‐1997 data for 22 Greek shares. Finds the latter “in many ways more useful” than the simple model, summarizes the main conclusions and suggests that they may be particularly suited to emerging markets in bullish periods.

According to neo-institutional scholars, experts need to support decoupling, yet doing so may be more or less subjectively understandable for those who are employed as experts. The authors mobilize the phenomenological concept of the life-world as a lens for reconstructing how individuals give meaning to decoupling processes. Based on a hermeneutic analysis of a human resource management expert’s reflections on his activities, the authors highlight the subjective experience of decoupling as a process of solving tensions between an individual’s convictions and the relevances imposed by an organization. The authors conclude that a phenomenological lens enriches microfoundations debates by focusing on an individual’s learning within the framework of an imposed organizational reality.

Globalisation is generally defined as the “denationalisation of clusters of political, economic, and social activities” that destabilize the ability of the sovereign State to control activities on its territory, due to the rising need to find solutions for universal problems, like the pollution of the environment, on an international level. Globalisation is a complex, forceful legal and social process that take place within an integrated whole with out regard to geographical boundaries. Globalisation thus differs from international activities, which arise between and among States, and it differs from multinational activities that occur in more than one nation‐State. This does not mean that countries are not involved in the sociolegal dynamics that those transboundary process trigger. In a sense, the movements triggered by global processes promote greater economic interdependence among countries. Globalisation can be traced back to the depression preceding World War II and globalisation at that time included spreading of the capitalist economic system as a means of getting access to extended markets. The first step was to create sufficient export surplus to maintain full employment in the capitalist world and secondly establishing a globalized economy where the planet would be united in peace and wealth. The idea of interdependence among quite separate and distinct countries is a very important part of talks on globalisation and a significant side of today’s global political economy.

In this special feature details are given of those British paints which can be described as corrosion‐resistant primers, both one‐ and two‐pack. The materials are generally classified according to the base or pigment which actively prevents corrosion—e.g. metallic zinc in zinc/epoxy formulations— or by the base which produces a barrier action against corrosion, e.g. bitumen in bituminous paints. Exceptions to this are the etching primers, which are separately classified. About 300 primers are described, the manufacturers' names and addresses being cross‐indexed and listed separately on page 48.