Strategic HR Review

Emerald Group Publishing Limited
Publication date:

Latest documents

  • Editorial
  • 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.

  • 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.

  • 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.

  • Editorial
  • 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

Featured documents

  • 5 advantages of a diverse workplace no one is talking about
  • Agile feedback drives accountability and sustained behavior change

    Purpose: The purpose of this paper is to describe a data-driven approach to driving accountability for behavior change at the individual level, i.e. the “Development Check-In” (DCI). It has become an accepted reality that 70 per cent of all organizational change efforts fail. The reasons cited are...

  • Applying employer brand management to employee engagement

    Purpose: This paper aims to examine the degree to which employer brand management is being deployed to support internal employee engagement, in addition to its more common application in external image building and talent acquisition. Design/methodology/approach: This paper presents findings from...

  • Avoiding ageism and promoting diversity at Coca‐Cola

    Catherine Webb, HR controller at Coca‐Cola Enterprises, provides examples of how the organization has established forward‐thinking, diverse, anti‐ageism policies in order to achieve “Employer Champion” status....

  • Building a global training initiative fit for KONE’s diverse workforce

    Purpose: Business Linked Teams was tasked with creating a training programme for KONE to transform sales people in various markets to communicate value, differentiate the organisation from its competitors, improve margins and increase orders. Design/methodology/approach: Business Linked Teams...

  • Challenging times require a different talent focus

    Purpose: The economic downturn has created new priorities for HR, including a greater focus on organizational performance and less emphasis on recruitment. This paper seeks to outline the results of a new survey, which claims that HR teams are being asked to do more with less, and explains how...

  • Communicating employee recognition at MDOT

    If employee recognition is to create ongoing motivation and commitment it must be communicated across the business. Jan Seeger describes how the Michigan Department of Transport shares employee success....

  • Create individualized motivation strategies

    As we see in the workplace, most motivation strategies are “push” or “pull” based: keeping people moving either with a kick from behind (threats, fear, tough targets) or by offering choc‐drops (bonuses, grand presentations of the company vision, team‐building games). The article suggests five...

  • Creating the indispensable HR function

    When it comes to describing practical ways to transform HR from transactional to strategic, many HR professionals are at a loss on how to both start and sustain the process. Here, Steve Miranda details five non‐traditional ways to ensure your HR function becomes indispensable to the business....

  • 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...

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