Strategic human resource management is the end product of success in conduction workplace investigations, vendor management, human capital management, and more.
Our human resource management articles can help you vastly improve your human resources planning, HR policies, and human resource training.
Issue: Employee health premiums have jumped 73 percent since 2000 and are predicted to rise 10 percent more in 2006.
Benefit: Offering employees a lump-sum payout or other incentive to ...
Close relationships between your organization and its vendors or
partners probably are thought of as a good thing. But here are a couple
of pitfalls you should know about:
To prove retaliation claims in court, employees must be able to show they suffered negative employment action in response to their lawsuit, such as termination, lowering of pay, denying a promotion ...
Issue: HR audits can help you identify weak points in your employment-law compliance.
Risk: If you don't act on the audit's recommendations (and employees find out) that mistake can kill ...
Issue: Sarbanes-Oxley's focus on HR requires you to do more to help your organization comply.
Benefit: Helping your organization meet SarbOx mandates enhances your role as a strategic partner.
Here's a primer on what sexual harassment is and how to react when you see it.
When an employee refuses to carry out an order, supervisors may automatically think such insubordination is worthy of discipline or firing. Not so fast! That initial response, punish the employee, may ...
There may be areas of your workplace that supervisors, and maybe even HR, rarely visit, such as locker rooms, loading docks and break rooms. But don't take a "hear no evil, ...
Before Bruce Springsteen became “The Boss,” Frank Sinatra was Il Padrone (“The Boss” in Italian). To Italian-Americans close to him, Sinatra became one of those guys known in Sicily as uomini rispettati,
or men of respect. Such leaders were both majestic and humble. They
would go out of their way to right a wrong. They’d see to things
personally. Villagers would kiss their hands.
Many a leader has crashed on the rocks of mergers and acquisitions.
That’s because the sirens’ call says that merging two corporate
cultures is the “soft stuff.” The hard truth, notes Susan Bowick, who retired last year as an
executive vice president at Hewlett- Packard (HP), is that “the soft
stuff is the hardest stuff.”