By Jac Fitz-enz
Does today's market require us to redesign the human resource function by taking it apart? A strong case could be made for answering "yes."
Global Nomads' Retirement Puzzle
By Tom Starner
Some call them "global nomads." Others say they belong to an "international cadre." Either way, they are expatriate employees who spend a decent chunk of time (three to five years or longer) on multiple international assignments, typically moving from country to country in the process.
A recent global study by PricewaterhouseCoopers Tax demonstrates some of the business implications of having the right talent in the right markets at the right time, including:
Local Leaders Needed
By Andrew R. McIlvaine
When a U.S.-based company opens an office overseas, is the best person to lead that operation (initially, at least) an American? Not necessarily, says New York-based international executive-search consultant Gary Klein, although that has often been the prevailing wisdom at American firms, he adds.
Coming to Terms
By David Shadovitz
Gartner's Thomas Otter will explain to those attending this year's HR Technology® Conference why they shouldn't "go it alone" in negotiating a SaaS HCM contract, whatever its scope.
Why Good People Can't Get Jobs
To stimulate discussion about the jobs crisis in this presidential election season, Wharton Digital Press is offering a free e-book edition of HREO columnist Peter Cappelli's Why Good People Can't Get Jobs through Sept.
Ain't Misbehaving If You Ain't Bored
By Katie Kuehner-Hebert
Workers who misbehave or are counterproductive may just be bored, say university researchers.
The Secrecy of Succession Planning
By Lin Grensing-Pophal
When Steve Jobs announced his medical leave in January 2011 -- thereby raising obvious concerns about Apple's future leadership -- shareholders rejected a proposal that would have required the adoption and disclosure of a detailed, written succession-planning policy.
How Do You Treat Global Workers?
By Lowell Williams/Outsourcing Columnist
With so many companies employing so many people around the globe, a question looms: Are the workers in smaller countries treated as full employees with access to the same information, policies and benefits other employees have?
Mentoring Pays For All Involved
By Kristen B. Frasch
The notion that mentoring leads to rewards for the employees being mentored is pretty intuitive. But a recent report from New York-based Catalyst suggests it's also good for the one doing the mentoring, and for the business itself.
We begin this round with acquisitions: Corporate Executive Board of Arlington, Va., acquired privately held U.K.-based workforce- assessment market leader SHL in a cash deal reportedly worth $660 million.
Most Workers Say Their Boss is Easy to Work With
In the wake of widespread evidence that American workers are frustrated and stressed, a majority still feel their bosses are easy to work with, according to a nationwide survey of 540 employed Americans. Only 6 percent said their boss was hard to work with.
'Ambient' Bullying in the Workplace
By Katie Kuehner-Hebert
It's one thing to be bullied by a co-worker or a boss, but simply witnessing the behavior in the workplace can be enough to make a worker call it quits, according to a study of "ambient" bullying.
The Future of HRO
By Bret Schoch and J. David Cumberland
As the human resources outsourcing sector continues to evolve, end users should benefit from the formation of new segments as well as the advancement of existing ones, experts say.
Temporary Workers: Employ with Caution
By Tom Starner
The use of temporary talent has risen as the economy has fallen, but organizations need to be aware of the perils of the "joint-employer agreement" among other HR pitfalls.
Weighing In on the HR Standards Debate
The HR Policy Association and Laurie Bassi, leader of the SHRM Workgroup on Investor Metrics, take aim at Peter Cappelli's The Dust-Up Over HR Standards
and more. Cappelli's response follows.
Connecting to Generation C
By Isobel Harris
As a new generation emerges that is connected socially and technologically like never before, organizations must adapt their talent-management strategies in order to engage with these workers on their terms and leverage their next-generation skills and know-how.
Stop Trying to Get a Seat at the Table
By Scott Allender
It's time for HR leaders to stop concerning themselves with trying to get a seat at the proverbial table, the author says, and answer the question: Are you there to be valuable, or merely to be seen as valuable?