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This article addresses the claim, particularly popular in the 2000s and implicitly resting on a segmentation view of the labour market, that a flexible labour…
This article addresses the claim, particularly popular in the 2000s and implicitly resting on a segmentation view of the labour market, that a flexible labour market-driven immigration policy (within the EU as well as from outside), often associated to a ‘Canadian model’, would respond to the economic needs of continental European countries.
A comparative historical approach is applied, including analysis of historical series of unemployment and migration data and a qualitative analysis of secondary sources on Germany, Spain and Canada, selected as best representatives of different labour market and immigration regimes. The research asks to what extent, and how, immigration has been used as a ‘buffer’ for labour market uncertainty.
Against ideas of a ‘Canadian’ model advertised in Europe (e.g. Germany), the historical and quantitative analysis shows that Canada itself has moved from short-term labour market-driven immigration policies to more long-term approaches. In fact, there has been a stronger labour market-migration link in Spain, but not without problems,
The article is a small-N comparison of critical cases, that is most different labour market models. Major demographic and geographic differences exist between the three countries, which raises even more scepticism about the suitability of a Canadian model in Europe.
The policy implications are centred on the detected paradox of labour market-driven immigration policies: in order to be sustainable, they need to have a long-term orientation and involve some degree of social integration policies.
The article adds to comparative studies of migration policies through a stronger link to labour market analysis and in particular issues of uncertainty and segmentation.
When the Earth Day hype reheated in 1990 after a 20‐year chill, it seemed that environmental marketing would be an important part of corporate strategy for years to come. Many large companies even instituted a new position within their ranks, manager of environmental marketing, to accompany the new selling approach. So it was a strong measure of the rapidly changing times when Procter & Gamble recently announced that it had uprooted that position, and Coca‐Cola reassigned one of its top green‐marketing pros.
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.
The interrelation between Web publishing and information retrieval technologies is explored. The different elements of the Web have implications for indexing and searching Web pages. There are two main platforms used for searching the Web – directories and search engines – which later became combined to create one‐stop search sites, resulting in the Web business model known as portals. Portalisation gave rise to a second‐generation of firms delivering innovative search technology. Various new approaches to Web indexing and information retrieval are listed. PC‐based search tools incorporate intelligent agents to allow greater manipulation of search strategies and results. Current trends are discussed, in particular the rise of XML, and their implications for the future. It is concluded that the Web is emerging from a nascent stage and is evolving into a more complex, diverse and structured environment.
This paper highlights the case of David Cooper, a vulnerable adult who was financially abused. It discusses the indicators that may have alerted individuals and services to the risk of financial abuse, and the measures taken by those aware of David's potential vulnerability.
David Stubbs is a specialist in conservation biology and environmental management with particular application to the sport and recreation industry. Here he talks to Trevor…
David Stubbs is a specialist in conservation biology and environmental management with particular application to the sport and recreation industry. Here he talks to Trevor Slack about green issues in the staging of major games and green sponsorship.
Ralph Simm, chairman of Hoechst UK's Industry Division and chairman of Harlow Chemical Company, T. R. Oil Services and of Hoechst Fibre Industries, retired at the end of March 1985. He is succeeded by David D. Green.