Our editors have selected some highlights and trends from features that have appeared in Human Resource Executive® during the past two decades.
May 1987 (first issue)
In his Editor's Letter for this inaugural issue, Editor-in-Chief David Shadovitz wrote: "The role of the human resource executive has taken on new meaning in recent years. Whether the function is labeled personnel, industrial relations or human resources, these executives are becoming more involved in the strategic decision-making process of companies, agencies and institutions. Consequently, there's now a greater need for a magazine that specifically addresses the issues and problems that face these executives. Until now, there hasn't been a magazine exclusively for these top human resource decision-makers. Human Resource Executive® has been designed to fill that void."
"The Making of Unisys" (cover story)
It was one year into the landmark merger of Burroughs and Sperry corporations to become Unisys Corp., and it appeared then that the $4.8 billion Burroughs takeover had been a success and the new company was continuing to thrive. Much of the success, the story noted, had to do with the involvement of Dick Bierly, Unisys' then-senior vice president of human resources, and Gilbert Kaskey, Sperry's then-senior vice president of human resources, in the planning and direction of the merger process from the outset. At the time, the story said, their level of involvement was unique for HR.
"Is AT&T Finally Coming Through?" (cover story)
After massive restructuring brought on by the 1984 breakup of the Bell System and three waves of downsizings that trimmed more than 70,000 jobs, the question remained: What lies ahead for AT&T and its remaining workforce of some 300,000? Then AT&T HR chief Hal Burlingame described the ups, downs and future challenges in sustaining an upbeat outlook and morale.
"A Peek at 1988"
Most of the HR executives interviewed for this story were bullish about next year . ... But the story contained a telling Editor's note: "Comments in this article were expressed before October's stock market crash. Forecasts for the economy may have since changed." This was a reference to Oct. 19, 1987, now known as Black Monday, when the Dow Jones Industrial Average fell 508.32 and closed at a record-breaking low of 1,738.40 -- documented to date as the worst stock market crash in history. The 22.9 percent loss in 1987 almost doubled the 12.82 percentage lost in the crash of 1929.
"The Most Admired Company in America"
At Merck & Co. Inc. -- which had been voted two years in a row the "Most Admired Company in America" by Fortune magazine -- success wasn't being taken for granted. The pharmaceutical giant got high marks for turning out blockbuster products, as well as an assortment of HR programs such as dual-career tracks, flex time, parental leave and day-care services that were on the leading edge of the industry at the time.
1989 "The Best HR Exec in America"
Human Resource Executive® launched its first annual HR Executive of the Year competition, naming as its first-ever winner James A. Perkins, then senior vice president and chief personnel officer of Memphis, Tenn.-based Federal Express Corp. The nomination pointed to Perkins' recent solving of a massive internal job-change application problem by implementing an automated process. It also pointed to numerous management practices enacted under his direction, such as a no-layoff policy; exemplary wages, benefits and profit-sharing programs; and an emphasis on training and coaching.
"ADA Taps New Talent Pool"
Though it wouldn't become effective until July of 1992, the Americans with Disabilities Act that had recently been signed was already making employers nervous about compliance demands and challenges to come. Lawyers, consultants and government agencies were quoted saying they had been fielding anxious calls from employers for months. Said by many to be the most significant legislation since the Civil Rights Act of 1964, it promised to change the way American companies hire and do business.
"Eyes on the World"
William Shaw, Turner Broadcasting System Inc.'s then-vice president of administration in charge of human resources, reflected on the start of the Persian Gulf War, when the first bombs fell, just before 7 p.m. on Jan. 17, 1991. He was in the newsroom of the 24-hour Cable News Network, the Atlanta-based subsidiary of Turner, and it "started going crazy . . . . People were really busy. . . . They couldn't leave their work stations," he said. That was just the beginning of the rule bending, schedule shifting and crisis management that quickly became the norm for the 1,600 employees at CNN. As the only network with continual live coverage of Operation Desert Storm, CNN became the envy of rival news teams and the channel watched by the world.
"Politics: Good for Your Health" (ironic twist)
It took years of soaring health-care costs and increasing numbers of uninsured Americans, but national health-care reform had finally captured the concern of federal policymakers and, not coincidentally, had become a hot issue for candidates in the upcoming election, even working its way all the up to the presidential race.
"Girding for Battle" (a taste of things to come)
Kmart was relying on technology and social science to select, train and motivate its people for an epic battle with a feared rival, Wal-Mart. In 1990, Wal-Mart operated in 35 percent to 40 percent of Kmart's markets. By 1995, Wal-Mart would contest about 75 percent of Kmart's territory. At the time of this story, Kmart was investing $4 billion in a renewal scheme that called for refurbishing, expanding or relocating more than 2,300 stores by January 1996. The battle of the discount titans had officially begun.
"Benchmarking the Best"
In response to numerous requests, Human Resource Executive® launched its first-ever "Benchmarking HR" report, produced in conjunction with HR Effectiveness Inc. of Beaverton, Ore., identifying and profiling U.S. and Canadian companies with leading HR practices. Some first-year winners included Gannett Co., Johnson & Johnson, Levi Strauss & Co., Motorola Inc., Walt Disney Co., Charles Schwab & Co., Avon Products Inc., Coors Brewing Co., Allstate Insurance Cos., Pepsi-Cola Co. and Apple Com
"Reversal of Fortune" (an ironic harbinger)
At too many companies, executive compensation just kept rising for years, regardless of whether the firms made money. But it was appearing that the seemingly endless upward spiral had finally been broken. Executives were turning down increases because self-control had become prudent. At the time, that seemed good news for HR people who favored true pay for performance.puter Inc. HR Effectiveness was later acquired by Watson Wyatt Worldwide.
"After the Storm"
Hurricane Andrew damaged the bottom line of many corporations in Florida. But Miami-based companies that were hardest hit by the storm put aside their own problems to provide support and assistance for their employees devastated by the disaster.
"Promises to Keep"
Bill Clinton won the race for president, paving the way for a series of HR initiatives in areas such as health-care and immigration controls over the next four years.
"HR's Most Influential People"
Human Resource Executive® introduced its list of individuals who were making a mark on the HR profession. Included in the list were: Hillary Rodham Clinton, for her work chairing the presidential task force on health-care reform; Walton E. Burdick, for setting many standards of practice as IBM's longtime HR leader; Madelyn Jennings, senior vice president of personnel at Gannett Co., for her prominence in diversity management; Edward E. Lawler III, head of Lawler's Center for Effective Organization at the University of Southern California; and Graef Crystal, author and executive compensation consultant who the New York Times described then as "the point man for a growing movement of shareholders, employees, legislators and others who feel executive pay must be reined in."
All over the country, employees were bypassing ties for turtlenecks and trading dark suits for slacks and sweaters. Companies had found that relaxing the dress policy could promote teamwork, raise morale and have a beneficial effect on business.
"Becoming a Major Force"
Vying for a leadership position along the information superhighway -- amid great competition -- regional telephone giants were slashing prices, downsizing, outsourcing and automating. And at GTE Corp., they were relying on human resources, led by then Senior Vice President of HR Bruce Carswell (also Human Resource Executive's HR Executive of the Year for 1994), to show them how to do it effectively.
Was the traditional office becoming obsolete? Some companies were finding that technological innovations had made it possible for employees to work anywhere, anytime -- becoming virtual office workers. But in pursuing such a strategy, experts warned against overlooking human challenges.
"The War on Illegal Aliens" (a prescient editorial by Dave Shadovitz)
At the time, Shadovitz wrote: "Assuming President Clinton gets his way, the nation will spend another $1 billion a year on immigration control -- with a portion of that money targeted at cracking down on companies that knowingly hire illegal immigrants. But by focusing on employer sanctions without fixing the current identification system, the government is putting the cart before the horse."
June 20, 1995
"Making the Net Work"
In a story on interactive training via the Internet, it was noted that, once the problems of delivery speed and capacity were solved, it wouldn't be too long before users could be trained via the global network. The cover story, "Warp Speed," also addressed changes just around the corner -- in this case, HR's new role as strategic leader.
" 'Wal' of Fame"
At Wal-Mart, this cover story stated, "growth is a five-letter word -- t-r-a-i-n. It's a major reason why the Bentonville, Ark.-based firm has become the nation's fourth-ranked Fortune 500 company and world's largest retailer, with more than 620,000 employees and 2,200 stores from Hawaii to Hong Kong." The driving force behind its extensive training program, designed to keep pace with rapid expansion, was Wal-Mart's HR, headed then by Coleman H. Peterson, who was featured on that issue's cover. Jump to 2007: Wal-Mart tops our list of the nation's largest companies with 1,800,000 employees and 6,400 stores.
"Investing in people can pay big dividends," this cover story began. At Starbucks Corp., it said, "a vibrant corporate culture is more than a caffeine buzz -- and HR is tireless about putting employees first ... ." This focus-, including a warm work environment generous benefits and stock-option plans for part-time workers, would continue to enhance growth and revenue. Having just expanded to Singapore and Japan that year, with much of its burgeoning operation still centered on the West Coast, the company this year ranked 57th on our Top 100 companies list with 117,000 employees and more than 12,400 coffee shops in more than 35 countries.
Artificial intelligence was the buzz at the time, touted as the answer to understaffed HR departments and a new way for HR to empower managers, inform employees and predict problems. Defined as the ability of a computer or other machine to perform activities normally thought to require intelligence, such as choosing a course of action or recruiting for specific skills, this advancement has since been replaced by more sophisticated HRMS systems and a new focus on outsourcing administrative functions to boost strategic HR leadership.
June 20, 1996
"Local Call" (an earlier chapter in China)
At the time of this story, qualified expats were hard to find and expensive to maintain. The local labor force in China was inexperienced, so companies with locations there were just beginning to establish their own training centers to develop home-grown managers. This would be the start of a localization trend that continues to this day, especially in key offshoring areas. The cover story in that issue, "People's Choice," also examined recruitment and retention challenges in the growing global marketplace, and included strategies leading companies were employing to keep top talent worldwide.
"Conquering the World"
As many companies were just beginning to go global, so were their human resource management systems. This story warned that, though a global HRMS could bring together data about employees, expatriates and locals, it could also present a host of technical glitches and legal loopholes.
"Post-Texaco: Lessons on Diversity Training"
In November, 1996, Texaco settled a racial discrimination lawsuit to the tune of $175 million, the largest such settlement in history. The lawsuit, filed by some of Texaco's African-American employees, charged the company with institutionalized racism, such as pay inequities, as well as an atmosphere of humiliation and intimidation for minority employees. To make matters worse, a taped discussion between company executives surfaced during the court case, exhibiting blatant racist language and the intention to destroy key pieces of evidence. In this story, David Tulin, president of Tulin DiversiTeam Associates, a Wyncote, Pa.-based consultant, presented his personal and professional reflections on the issue of diversity training in the aftermath of Texaco. The settlement had already led to many court-mandated changes in the company, including an independent Equality and Fairness Task Force to monitor progress in the area of diversity.
"What the Boss Really Wants"
Do CEOs expect their HR executives to be administrative experts . . . or strategic players? this story asked. The answer: It depends on which CEO you ask. But some clearly wanted HR strategists and change agents. And that appeared then to be the wave of the future. (Interestingly, this cover story marked one of the few times Human Resource Executive® pictured a CEO on its cover; in this case, Rich Teerlink, CEO of Harley-Davidson Inc., who said he wanted his HR chief to help transform the company into a learning organization.)
Oct. 6, 1997
In the premiere edition of the magazine's HR Technology section, a wide array of issues and solutions were explored, including the emergence of online MBA programs.
The Securities and Exchange Commission, in September, 1997, had announced proposed rule changes to the proxy process designed to allow the inclusion of more employment-related information in corporate proxy materials and destined to increase shareholder influence on employment issues, thus moving HR into a more strategic light. At the time this cover story was written, complaints about the plan were coming from both the corporate community and shareholders. While the changes would make it easier for shareholders to include a broader range of proposals in companies' proxy materials, they also would provide the companies with more flexibility to exclude them.
"Some Way Out"
As downsizings and restructurings were looming in the corporate world, companies were becoming more creative with early retirement programs as a way to reduce the workforce. Companies included in this feature offering examples of such programs were PECO Energy Co. in Philadelphia, AT&T Corp. and Ford Motor Co.
May 18, 1999
When Murray Hill, N.J.-based Lucent Technologies was formed out of several AT&T divisions in one of the largest spin-offs of the decade, HR was at the helm. "There's a rise in adrenaline in my business when you're not just an integral part but a critical part of the spin-off," Curt Artis, senior vice president of HR at Lucent said at the time. Artis, who was featured on the cover in that issue, reflected on the spin-off that took place over a feverish six months from the fall of 1995 to the spring of 1996.
Oct. 18, 1999
"Boon at the Top" (a sign of things to come)
CEOs and other senior leaders were receiving rich bonuses on an increasingly regular basis for tasks that some said were part of their everyday jobs. This story offered a warning to HR leaders that they had better be ready to explain, if not justify, these hefty paydays when they arise.
Oct. 18, 1999
Cash-balance plans had become a hot new trend, but had also aroused the fury of many older workers and the scrutiny of government officials concerned that they might discriminate against such workers. The picture with that story featured IBM workers holding a unionization rally, angry about a potential reduction in retirement benefits as the result of the company's switchover. (Jump to November 2004: A story in that issue stated that IBM's new employees "would no longer be entitled to participate in the cash-balance plan, but would be offered a 401(k) plan instead. That announcement came a little more than a month after the Armonk, N.Y.-based technology giant agreed to a $300 million partial settlement of claims that it had discriminated against older workers when it converted to the cash-balance plan in 1999.)
The story carried a mandate: "HR executives must understand the role culture plays in organizations to keep their companies' competitive advantage and ensure success." Featured on the cover of this issue, seated on the wing of a Southwest Airlines plane, was Libby Sartain, then vice president of people at the Dallas-based airline (now head of human resources at Yahoo!), who was recognized for taking the company's culture to new heights.
The end of Y2K hype
No story. We just thought it worth noting that the first magazine of 2000 came out with no glitches and was not paralyzed by Y2K. Prior to Jan. 1, 2000, the Y2K bug had been a ticking time bomb for all major computer applications. The computer and system application companies came out with year 2000 compliant operating systems and system software. IT companies around the world spent billions of dollars going through their entire application source codes to look for the Y2K bug and fix it. Almost everybody raced around to make themselves Y2K compliant before the fast-approaching deadline. Media reports put the figure at upwards of $1 trillion spent by businesses to fix the problem. Finally, when the big day came, many utilities and other companies switched off their main computers and put the backup computers on. When the clock ticked into Jan 1, no major problems were reported. Almost every bank worked fine, no major power outages were reported, airplanes still flew and the whole world carried on as before.
March 16, 2000
"Corporate Watchdog" (an ironic taste of things to come)
Russell Mokhiber, detailing the criminal misdeeds of big business in his weekly newsletter, Corporate Crime Reporter, had become an advocate for upholding corporate ethics. At the time, he said he hoped to create a real understanding of the problems in corporate America and to effect some changes in the political system and the laws regulating corporate conduct. That conduct, Mokhiber said, seemed to be getting worse, not better, of late because the focus increasingly was on the bottom line, which was driven by the so-called Wall Street and dot-com frenzies. People were losing sight of the reality of life, he said, with everyone in a kind of euphoria. "It's going to lead to serious trouble," he said, "and we won't know what's getting washed up until the bubble bursts."
June 2, 2000
"Dueling with Dotcoms" (another ironic harbinger; we'll call this one "Before the Fall")
Scores of managers had left traditional companies for tiny dotcom startups. But at the time this story was written, some of these more mature businesses were fighting back and discovering there were more than a few ways to stop the bleeding of talent to Internet "newbies." Namely, their newfound approach was to compete with family-friendly and work/life-accommodating policies and benefits -- and a whole new emphasis on retention.
"Cyber Move" (the premiere of HRE's redesign)
The cover story of the first issue representing the magazine's latest redesign featured San Francisco-based upscale cookware retailer Williams-Sonoma Inc., a prime example of an organization that was successfully bridging the gap between business strategy and human capital by venturing into e-commerce. Featured on the cover was John Bronson, senior vice president of HR, who was an integral player in the transition from paper-based to technology-based business.
"Consider the Options" (yet another foreshadowing)
As this story warned, if stock options were actually counted as employee expenses, which could -- and would -- be the case someday, a heavy bite could be taken out of corporate earnings and the benefit would probably dry up altogether.
June 1, 2001
"Soothing the Sting"
The news was startling. After years of struggling to hire enough workers in an ever-tightening labor market, American companies were laying off thousands. Hewlett-Packard had cut 3,000 jobs. Motorola Inc. had eliminated half of the nearly 5,000 jobs at its Harvard, Ill., plant. Lucent Technologies Inc. showed 10,000 to the door. And auto giant DaimlerChrysler A.G. announced its intentions to lay off 20 percent of its U.S. workforce -- 26,000 people -- over the following three years. Factor in figures from Xerox, Office Depot, CNN, Dell, Goldman Sachs, Polaroid and dozens of others, and the numbers told the story. By the end of April, job cuts had already reached 572,370 for the year 2001, compared to 179,144 in the first four months of 2000. Yet, as companies downsized to survive, this story emphasized, organizations were finding ways to do it with sensitivity.
Oct. 1, 2001
A special gray box at the top of this cover underscored the suddenness and importance of the 9/11 terrorist attacks: "On the Tragedy in America . . . As this issue was going to press, news was unfolding about the terrorist attacks on New York and Washington." Initial coverage of the tragedy and its effect on human resources included a news story and editorial by David Shadovitz. In his words: "For sure, it's a day none of us are likely to forget. As with the Kennedy assassination and the Challenger explosion, our whereabouts when we first heard the news will be forever etched into our memory."
Oct. 15, 2001
"Thinking the Unthinkable"
In the wake of the 9/11 terrorist attacks, HR was giving new thought to emergency preparedness and response. While the cover story focused on the new concerns this national tragedy aroused, including crisis management and control, employee data retrieval and workplace morale, the editorial by David Shadovitz offered a tribute to the heroism of Alayne Gentul, the senior vice president and director of human resources for Fiduciary Trust International, who stayed behind after the first plane hit the World Trade Center's North Tower to help workers get out of the South Tower before she herself perished in the building's collapse.
March 20, 2002
The issue of tying company stock to retirement plans grabbed the spotlight in 2001 when executives at Enron Corp. made headlines for either misstating company profits or restricting employees from selling their Enron stock while executives were allowed to cash out their own. On the heels of that debacle, which eventually led to Enron's bankruptcy, HR leaders were re-examining the ethical and legal quandary of offering company stock in 401(k)s.
"Ripe for Change"
IBM's well-recognized and outspoken HR leader, Randall MacDonald, shared in an exclusive Q&A with Human Resource Executive® his vision of what HR leadership needed to be in light of the day's business demands and challenges, including corporate governance requirements after Enron and WorldCom. He urged fellow executives to boldly go where few had gone -- into true partnership with senior management. " . . . a lot of HR people . . . live in a cocoon, comfortable with the support [role]," and afraid to march into their CEO's office "to speak up for change and for what's right, or what's wrong," he told HRE. In response to the recent corporate scandals, he posed a question, since repeated in many HR circles: "Where was HR in all of these companies?"
Oct. 20, 2002
The fallout of the recent corporate fraud included a host of new questions and concerns about executive compensation, which in turn posed new challenges and dilemmas for human resource leaders. In the overheated post-Enron/WorldCom political climate, in which stock options were seen in some circles as a root cause of corporate corruption, heretofore generous stock-option grants were soon to be threatened by the prospect of a change in accounting standards mandating that public companies book as an expense the estimated present value of options when granted.
"The Retirement Crisis"
For many employees, the events of the prior two years had changed the question of "When can I retire?" to "Will I ever be able to?" The plunging stock market and the concurrent string of corporate scandals erased a total of $101 billion from the nation's 401(k) plans in 2001, while the total value of assets had plunged from $1.8 trillion in 1999 to $1.64 trillion last year. Corporate financial and human resource executives were re-examining retirement plan design, including the balance of defined-contribution to define-benefit retirement, investment options, investment education and administrative expenses. The story examined how the staggering stock market, corporate scandals and frightened workers were pushing Congress to pass new retirement regulations, with many in the story questioning whether the results would end up doing more harm than good.
"What HR Will Stand For"
Against the backdrop of the recent corporate scandals, human resource leaders -- past and present -- from some of the nation's largest employers considered for this cover story HR's newly enhanced role as watchdog over a company's legal and ethical activities from the CEO down. Included in this post-Enron, post-WorldCom HR persona would be the ability to more boldly claim a rightful place among senior leaders and to speak up when necessary as the CEO's true strategic ally -- even if that means telling the CEO when he or she is wrong.
"Women at the Wall"
Studies (including one in the Harvard Business Review) and interviews with practitioners and experts revealed an alarming trend in corporate America: women executives opting out of leadership roles because the personal price was too high. The story urged HR leaders striving to diversify their upper ranks to pay closer attention to this trend and its causes, and consider better ways to keep women in leadership pipelines.
May 2, 2003
In an effort to get health-care cost inflation under control, employers were just beginning to embrace a relatively new model known as consumer-driven health care. Pictured on the cover was Mark Greenway, vice president of HR for J.B. Hunt, an early adopter of the concept.
"Ah, To Be Strategic"
HR leaders everywhere were searching for the key to becoming strategic players, knowing their future survival depended on it. "Strategic leadership" had practically become their mantra, with everyone in top HR roles wanting to achieve it. Unfortunately, few really knew what it was. Our story attempted, through experts and practitioners, to get at the real definition and game plan for moving in such a direction.
"Making their Marks"
Once again, the editors of Human Resource Executive® presented their list of people or groups who had most influenced the HR profession -- in this case, in the early days of the 21st century. Included within this list of 10 were Kenneth Lay and Jeffrey Skilling, former chairman and CEO, respectively, at Enron Corp., for their part in setting off the corporate scandal chapter of American history; Bill Conaty, vice president of corporate human resources at General Electric Co., for his role as a leader in corporate governance; and Jeff Taylor, the brain behind Monster.com.
As growing numbers of workers were beginning to forgo health insurance altogether in the face of mounting insurance premiums, employers were taking steps to ensure their plans were still looked on as valuable benefits.
"Dealing with Trouble"
This enterprise news feature on the rise and fall of former AOL HR leader Gregory S. Horton raised significant questions and presented valuable lessons learned about the fast-track shining HR star whose career took a sudden and dramatic turn due to poor choices and unethical turns. After the story appeared, federal prosecutors charged Horton and others with a years-long $2.2 million fraud scheme involving Dulles, Va.-based AOL and two other former employers of Horton. He was found guilty and is now serving a two-year sentence in federal prison.
"Filling the Gap"
Facing the threat of an ominous skills gap just around the corner, many human resource executives at the nation's largest companies were acknowledging a growing need to become better at predicting and proactively managing the talent needs specific to their companies.
"The Most Powerful Women in HR"
The editors of HRE presented its first-time-ever listing of 25 women it considered to be the most powerful in the HR profession to date. Though many of the winners acknowledged the difficulties of maintaining successful HR leadership posts and families, they all agreed being at the top of their game was less of a struggle in 2005 than it would have been 10 or 20 years ago. Most also said that while progress had been made in the advancement of professional women, obstacles still remained. Some of the winners included Jean M. Halloran, senior vice president of HR for Agilent Technologies; Joan Crockett, senior vice president of HR for Allstate Insurance Co.; Gail Lovelace, chief people officer for the General Services Administration; Karen Jennings, then senior executive vice president of HR and communications for SBC Communications (now AT&T); Laurie Siegel, senior vice president of HR for Tyco International; Lea Soupata, senior vice president of HR for United Parcel Service Inc.; and Eva Sage-Gavin, executive vice president of HR for Gap Inc.
"The New World Order"
The Oracle/PeopleSoft war had finally ended after one of the most heated corporate battles of the century, ending in Oracle's $10.3 billion takeover of PeopleSoft in January, 2005. With the dust settling, many HR professionals were wondering what they should do with their PeopleSoft installations. The story, featuring a picture of Oracle CEO Larry Ellison, aimed at HR leaders' advised next steps and alleviating some of their fears.
June 2, 2005
"How Ready Are We?"
In a story that looked back on the terrorist tragedies of the past -- the bombing of the Alfred P. Murrah Federal Building in Oklahoma City on April 19, 1995; the December 2000 Edgewater Technology shootings that left seven people (including the company's HR vice president) dead, gunned down by a disgruntled employee; the 9/11 terrorist attacks, which killed about 3,000 (the second assault on the World Trade Center); and the Anthrax-laced letters mailed weeks after the attacks, which killed five people and promoted fears of bioterrorism nationwide -- the question was raised: How prepared is HR for the worst? The answer: Not very well.
"Turning Points in HR"
The magazine presented a first-ever in-depth analysis, and listing, of the 20 most important events or periods in U.S. history that either redefined or greatly impacted the HR profession. Extensive research was conducted with the help of a panel of experts and academicians. Included among the 20 were the Triangle Shirtwaist Co. fire of 1911; the passing of the Social Security Act (1935), the National Labor Relations Act (1935), the Fair Labor Standards Act (1938), the Taft-Hartley Act (1947) and the Civil Rights Act (1964); as well as the establishment of The Monster Board in 1994.
"The Products of Pepsi"
In a special enterprise feature, writer Richard F. Stolz examined what many considered the magical years at PepsiCo (the 1970s and '80s), when more promising HR leaders were produced there at a single company than at any other time in history.
One year after Hurricane Katrina hurled its devastating blow on the Gulf Coast region, many HR leaders still impacted by the slow rebuilding process were finding that coping creatively in terms of workforce management had become a matter of survival.