Search results

The aim of this paper is to discuss the findings of a research program that set out to define HR's role as a catalyst for the consistently high growth performance of companies in the Asia‐Pacific region and, in doing so, to share valuable lessons with the West.

Next Generation HR in Asia is the second phase of a major research program initiated by the Chartered Institute of Personnel and Development and Bridge. The aim is to identify aspects of leading edge HR practice that give a glimpse of “next practice” that will shape HR's future. Phase one of the project involved interviews with some of the most innovative HR practitioners in Europe, while phase two draws on interviews with leaders in 27 companies operating across the Asia Pacific region.

Dealing with the demands of the high growth and highly diverse market in Asia‐Pacific, and the associated extreme competition for talent, is resulting in innovative and flexible approaches to HR. Four next practices for HR emerged from the research. They are innovative solutions based on deep insight, developing loyalty and retention, leveraging the challenges of culture clashes, and being well positioned when the growth curve flattens.

While context is key and it is necessary to be aware of a one size fits all approach, the West can draw inspiration from the way in which entrepreneurial Asian leaders are putting themselves at the forefront of efforts to deliver superior organizational performance.

The paper provides useful information on leading edge HR practices, which are a catalyst for consistently high growth performance of companies in the Asia‐Pacific region.

This paper sets out to explore the value of HR in times of change, providing an overview of current organizational change issues and against this backdrop exploring perceptions and requirements of the HR function. It also seeks to look at the important role that HR can play in taking the lead in talent management activities that can help to secure future organizational sustainability.

Data were collected through Roffey Park's annual The Management Agenda survey, which encompasses a sample of 500 UK managers across a wide range of sectors, organizational sizes and national/international structures. Further organizational data was collected for two case studies; the latter case study on talent management was taken from The Talent Management Journey.

The paper offers a number of practical recommendations for HR professionals. These include that HR needs to be flexible to both changing business and people requirements; focus attention on customer needs and delivering value; and work in partnership with various stakeholders to ensure successful talent management processes.

The paper is based on original Roffey Park research, both The Management Agenda survey, now in its 11th year, and Roffey Park's The Talent Management Journey research guide. It translates the research findings into practical implications for HR professionals and organizations in times of change.

Examines the origins and workings of work‐life balance policies at Eli Lilly.

Forms part of a research report on Making Flexible Working Work, by Roffey Park Institute, which reviews the literature on flexible working, puts the business case, and includes case studies of Ford Motor Company (UK), the Defence Science and Technology Laboratory, Vertex, the Legal Services Commission, East Sussex County Council and Lilly UK.

Presents the business drivers for allowing individuals to work flexibly at Lilly, describes the flexible working options available, shows how flexible working has been aligned with the organization's core business strategies and emphasizes the importance of top‐management support.

Highlights the background against which flexible working operates best, and the instances where it is less appropriate.

Presents a number of useful lessons from the Eli Lilly experience of introducing flexible working.

Early last year, the CIPD released survey findings exploring how talent management strategies are being affected by the current uncertain economic backdrop and how important talent management is to organizations when things get tough. The reason for surveying on this topic was not to further contribute to the negativity awash in the media, but rather to focus on some of the positive measures that organizations can take in response to the economic challenges.

This research pulls together the experiences of ten diverse organizations (including International Personal Finance, BT, Tesco, the National Leadership and Innovation Agency for Healthcare, Gala Coral Group, Stanza, NPIA, National Express, Standard Chartered and the Borough of Tower Hamlets).

Although the current economic climate has heightened the focus on short‐term business critical needs there is a strong recognition by all of the organizations featured, that short and longer term perspectives need to be carefully balanced. What's more organizations need to develop a sustainable approach to talent management which by its very nature, should be focused on developing the current but also the future talent and capability of the organization.

This second phase of research once again validates the messages from the “War on Talent”, namely that talent management becomes more not less important in a downturn. All of the organizations included in this research recognise the importance of talent management at this time more than ever in enabling them to meet both their immediate and longer‐term business critical needs.

Senior leadership is top engagement driver ‐ Poorly‐managed change increases stress ‐ Global pay strategies on the rise.