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A survey of managers in Israel, Slovenia, and the USA finds a marked similarity with respect to the characteristics and abilities managers need to contribute to organizational success. Factors such as decision making ability, communication skills, commitment to organizational goals, ability to choose the right persons in key persons and ability to delegate are considered to be very important although there are differences with respect to the degree of their importance. Several managerial characteristics are also found to be significantly correlated with the firm’s financial success and employee morale. The findings are framed in the context of convergence‐divergence hypothesis as it applies to the internationalization of management practices.

The purpose of this paper is to challenge HR specialists to consider the value of experience, seek out older workers and ensure that younger staff are developed to give them experience beyond their years.

Recognizes that organizations need to ensure they get value for money from their employees, and that older workers are often perceived as expensive, less flexible and lacking technology skills. Gives examples from companies such as McDonald's, and from the author's own experience, which counter these perceptions. Concludes with practical actions to enhance employee value for money.

Argues that leading organizations such as McDonald's have found tangible bottom‐line impact of employing older workers. Provides five key benefits of experience and suggests nine ways that HR managers could develop their staff so they get old ahead of their years.

The paper challenges HR managers to go beyond a compliance approach to ageism, recognize the potential of older workers and ensure that younger staff are developed in ways that enhance their experience. Contains information that will be increasingly relevant as the proportion of older people in the workforce rises.

The paper is of benefit to HR specialists and line managers seeking ideas on how to ensure their employees provide value for money.

The purpose of this paper is to provide human resources (HR) practitioners with a guide to international resourcing.

This paper uses research from The Future of HR in Europe: Key Challenges through 2015 report and the Chartered Institute of Personnel and Development's annual Recruitment, Retention and Turnover Survey 2007. It also uses case studies from the NHS and Standard Chartered Bank to demonstrate this research. This paper explores international resourcing, demographics and the role of HR in tackling skills shortages in Europe.

This paper finds that managing talent is the most challenging issue facing employers in Europe. As the world becomes increasingly joined up through globalization companies are looking to source and deploy talent on a global basis.

The paper is not an exhaustive list of research and all of the publications apart from the research from the European Association for Personnel Management are from the UK, which perhaps limits its usefulness elsewhere.

The paper provides a useful resource for employers and HR departments who are using or are looking to use international resourcing.

This paper demonstrates the value of HR in attracting, retaining, and rewarding employees on a global basis.