Search results

The purpose of this paper is to discuss the salient issues relating to the employment of Purple Squirrels. As the business world begins to undergo rapid change, to remain competitive business leaders must hire and retain extraordinary people – those who are supreme innovators and who are able to conceptualize and deliver real and lasting change. We refer to these people as Purple Squirrels, very rare individuals who are extremely talented with a multifarious mix of core skills. They also have an “X” factor that allows them to look at things differently and see opportunities where others might not. To achieve this mission-critical objective, conventional recruitment methods need to change. Competency-based methods may work well for junior and middle management, but when searching for the ultimate game changer – the supreme innovator – these methods are inappropriate.

Draws on the author’s research to provide an insight into the benefits of CRM.

This paper discusses the salient issues relating to the employment of Purple Squirrels.

It will benefit business leaders, hiring managers and human resources managers by improving their understanding of the changes in recruitment methods needed to attract and employ the people who are capable of driving meaningful and sustainable change.

This paper aims to investigate the relationship between green human resource management (GHRM) practices and employee innovative work behaviour in the hospital. Although previous studies have examined the association between GHRM and various organisational outcomes, its nexus with employee innovative work behaviour has been largely unexplored.

This study used a quantitative approach and tested hypotheses. The research design adopted both an explanatory and descriptive approach since there were limited past data or studies to reference. The study population was human resource and administrative managers at Korle Bu Teaching Hospital who have implemented GHRM practices. The sample size consisted of 264 respondents, selected using simple random sampling. Data were collected through structured questionnaires.

The collected data were analyzed using descriptive statistics, correlation and regression analysis. The results revealed that green training, green hiring and green compensation were significant predictors of innovative work behaviour among employees.

This study contributes to the understanding of the impact of GHRM practices on employee innovative work behaviour in the healthcare sector. The study recommends that organisations should view their training investments as financial investments and focus on hiring individuals with strong environmental sensibilities. Additionally, effective reward criteria should be developed to promote GHRM practices.

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.

Consists of a series of nine articles under the same title. Each article provides a different slant on the hiring process. Outlines the legal position when hiring employees and concentrates on providing a framework for managers. Covers areas including job analysis and descriptions, where to advertise and recruit, selection criteria, the interview, testing, negotiating the offer of employment and references. Briefly describes trends in employment practices and ways to minimize potential litigation through best practice.

The paper explores the composition of employment in new innovative firms. The purpose of this paper is to shed some light on the mixture of job positions at the firm level measured by employees’ occupational position, their qualification and specialisation, as well as their origin. As there is little known about the structure and quality of employment in new firms, insights are helpful for policymakers who are engaged in regional development and job creation.

The database used for analysis comes from an interdisciplinary study on human-related success factors of business start-ups in the German state of Thuringia. Data were collected by means of 399 face-to-face interviews with the sole founder or the leading entrepreneur of a start-up firm. The findings are based on a multivariate data analysis using regression models.

The results indicate that temporary employment is more likely inherent in fast growing firms. Academic spin-offs prefer to hire people with a university education and scientific background. Furthermore, it is found that manufacturing firms have a relatively higher demand for staff with a professional education as well as a technical background. However, there is no support for the thesis that innovative firms contribute to combating structural unemployment at least in the short run.

Results are limited to a particular geographical region. Researchers are strongly encouraged to conduct further research on the topic.

The paper includes implications for policymakers in the field of unemployment reduction and employment creation.

The paper explores the link between innovation and the quality of employment in new business ventures. This approach is in contrast to the bulk of other studies dealing with new employment generation in terms of numbers.

Aster Retail (AR) is the retail pharmacy division of the Aster Dr Moopen's Healthcare (ADMH) Group. The group delivers healthcare services across the Middle East, India and the Far East, with a portfolio of hospitals, clinics, diagnostic centres and retail pharmacies. AR, under the leadership of Chief Executive Officer (CEO) Jobilal Vavachan, is well known for its people-centric approach, unique culture and innovative human resource (HR) practices. AR has won multiple awards for HR practices, service quality and business performance. In a recent corporate restructuring (2018), “Aster Primary Care” was carved out by combining the group's Clinics and Retail businesses. This case discusses the evolution of AR's HR journey and the challenges associated with integrating culturally diverse businesses without compromising the values of ADMH and its promise, “We'll Treat You Well.”

The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.

Many employers lack disability confidence regarding how to include people with disabilities in the workforce, which can lead to stigma and discrimination. The purpose of this paper is to explore the concept of disability confidence from two perspectives, employers who hire people with a disability and employees with a disability.

A qualitative thematic analysis was conducted using 35 semi-structured interviews (18 employers who hire people with disabilities; 17 employees with a disability).

Themes included the following categories: disability discomfort (i.e. lack of experience, stigma and discrimination); reaching beyond comfort zone (i.e. disability awareness training, business case, shared lived experiences); broadened perspectives (i.e. challenging stigma and stereotypes, minimizing bias and focusing on abilities); and disability confidence (i.e. supportive and inclusive culture and leading and modeling social change). The results highlight that disability confidence among employers is critical for enhancing the social inclusion of people with disabilities.

The study addresses an important gap in the literature by developing a better understanding of the concept of disability from the perspectives of employers who hire people with disabilities and also employees with a disability.