Strategic HR Review
- Emerald Group Publishing Limited
- Publication date:
- Nbr. 19-3, May 2020
- Nbr. 19-2, April 2020
- Nbr. 19-1, January 2020
- Nbr. 18-6, November 2019
- Nbr. 18-5, October 2019
- Nbr. 18-4, August 2019
- Nbr. 18-3, June 2019
- Nbr. 18-2, April 2019
- Nbr. 18-1, February 2019
- Nbr. 17-6, November 2018
- Nbr. 17-5, October 2018
- Nbr. 17-4, August 2018
- Nbr. 17-3, June 2018
- Nbr. 17-2, April 2018
- Nbr. 17-1, February 2018
- Nbr. 16-6, November 2017
- Nbr. 16-5, October 2017
- Nbr. 16-4, August 2017
- Nbr. 16-3, June 2017
- Nbr. 16-2, April 2017
- Discovering and expanding diversity with authenticity
- Never too old to work: managing an age diverse workforce
Purpose: Setting the scene of a workforce that is living and working longer. Changing demographics are going to have a huge impact on the workplace and businesses need to get ahead of the curve. Design/methodology/approach: Age stereotyping is one of the biggest issues faced by companies today. Companies need to focus on recruiting and retaining people based on their ability and capabilities, not their age. Findings: In an intergenerational team, the team members are not artificially defined or divided by age; it is their talent that is important. Employers must recognize the unique skills and experiences each team member brings. Originality/value: The expectation of flexibility among younger employees is now ingrained. If businesses want to recruit and retain younger workers, they must embrace this way of working. Flexibility is just as important for older workers, especially those with caring responsibilities (children or elderly parents.) Employers need to adapt their benefits package to appeal to all.
- Prioritizing the forgotten generation: why organizations should make boomers a key part of their talent acquisition strategy in 2020
Purpose: Every day, nearly 10,000 employees in the Baby Boomer generation retire from the US job market. However, many in this generation are not ready for a quiet, traditional retirement and are choosing to remain in the workforce – simply on their own terms. With more employment opportunities open to candidates in the US job market than almost ever before, employers should prioritize engaging these seasoned hires in their recruitment strategies. Design/methodology/approach: Beamery’s Vice President of Customer Success Debra Squyres reviewed the most important reasons employers should not disregard the “forgotten generation” of candidates in their hiring strategies, especially when considering the diverse skills and roles Baby Boomers can bring to an enterprising workforce. Findings: Among other job-specific skills and experience, the greatest benefits of recruiting new hires from the Baby Boomer generation are the candidates’ years of experience and likely leadership roles, propensity for in-person relationship-building and unique perspective in an ever-diverse workforce. Originality/value: Highlighting the greatest benefits of Baby Boomer hires to employers is especially beneficial for those organizational leaders managing talent acquisition and retention.
- Solving the delayed retirement puzzle … and creating win-win opportunities
Purpose: The population across the industrialized world is aging to the extent never experienced before in history, living 10 years longer on average than the previous generation and nearly two decades longer than two generations ago. Design/methodology/approach: To date, this rapidly growing segment of the population is not always addressed in inclusion and diversity plans and has often been overlooked as a source of competitive advantage, rather seen as a cost and a burden in some organizations. Findings: Leaders in industrial nations agree that to continue strong economic growth, it is vital to support people to live healthier lives and stay in the workforce for longer. By doing so, we can not only improve well-being and enable people to remain active and economically productive but also reduce dependency, bringing down the burdens on health, pensions and social systems. Originality/value: When this challenge is addressed, important motivational and productivity benefits will result from the seasoned talent segment staying a little longer with the organization. They will stay longer because they want to, not because they cannot afford to retire.
- Determining the next step: how organizations and aging employees determine whether to stay or to go
Purpose: This paper aims to discuss the guiding principles for how to find solutions to a complex problem facing HR professionals: What to do with those who could or should retire and move on to the next stage of their lives? Design/methodology/approach: The author offers five guiding principles that may help you find a solution suited to your organization. These principles should help you assess where to focus your efforts and how to build a plan for moving forward. He then provides several potential solutions for HR professionals and their aging workforce to consider. Findings: The challenge to the human resource professional and the organization’s executives is to understand these guiding principles and develop solutions that work for the organization, business conditions and people. Originality/value: With these guiding questions and considerations in mind, HR professionals can better help their aging workforce stay, go or find a solution in between.
- Facilitating a culture of intrapreneurship: an employee involvement approach
- Why people analytics is the HR professional’s secret weapon
- Mind the Gap: what HR wants from performance management – and why they struggle to get it
- A change for the better
Purpose: This paper aims to look at a recent delivery by Oakridge Training and Consulting of a programme to enhance the ability to deliver change management at Contour Housing Group. Design/methodology/approach: The paper looks at the background to the need – the client's own research, which...
- AI, performance management and engagement: keeping your best their best
- Applying the balanced scorecard
It’s nearly impossible for an organization to perform in concert at a very high level unless all the employees are responding to the same feedback from a single digital dashboard. Many organizations are introducing a balanced scorecard to guide performance....
- Behavioral interviewing essentials (and why you should care)
Purpose: A candidate’s cultural fit is often just as important as their skill set, but more difficult to screen for. Behavioral interviewing, which involves probing into a candidate’s past behavior to predict their future behavior and performance, gives recruiters a reliable indication of whether...
- Building a successful coaching environment at LogicaCMG
Making coaching mainstream in a sceptical organization is a challenging task. John Blakey, LogicaCMG’s coaching director and co‐founder of 121 coaching, shares four ways to make coaching part of your business culture....
- Changing behaviors at scale
Purpose: – The purpose of this paper is to share how SAP recently tackled the problem of changing behaviors at a large scale. Design/methodology/approach: – The objectives were achieved through evaluating popular methodologies, i.e. Six Sigma, Quality Circles, Lean, etc., and identifying a new...
- Communities of practice and organizational learning: case study of a global IT solutions company
Purpose: In today's dynamic business environment knowledge is overturning the old rules of strategy and competition. In this context, communities of practice (CoPs) have recently found a distinct position as a learning and change tool. The aim of this paper is to understand the critical role that...
- Creating a coaching culture across a global sales force
Purpose: The aim is to explore how Microsoft Advertising built a coaching culture across its global sales manager population. Design/methodology/approach: This case study illustrates how a coaching program was delivered that allowed for the complexity within the business as well as being flexible...
- Creative HR solutions for tough economic times
Purpose: The purpose of this article is to discuss creative HR solutions that can support broader business strategy in a challenging economic climate. It also highlights the need to adopt a proactive and creative approach to avoid simply reducing the level of service delivery when budgets are...
- Develop authentic leadership – be a good host approaching leadership in a new way using the familiar techniques of hosting
Purpose: This article aims to present an initial look at a new leadership metaphor – the leader as host. This apparently everyday idea is placed into the context of the challenges of modern leadership, with particular reference to the importance of building engagement and tackling “wicked” problems....