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

  • 360° recruitment: a holistic recruitment process

    Purpose: This paper aims to introduce the concept of 360° recruitment, which is a systematic, practical and holistic recruitment process that provides a reliable employee-selection structure for an organization of any size. Design/methodology/approach: The recruitment process, which begins with...

  • Aflac: the importance of communication and innovation when transforming employee operations

    Purpose: This purpose of this study is to provide a case study for how the company strives to provide its employees with “new ways of working” through a culture of transformation and advancement. Design/methodology/approach: To demonstrate how Aflac effectively executes with strong results, Teresa ...

  • Applying business disciplines to HR

    Restructuring, streamlining, downsizing and redundancies have been commonplace in recent years as the corporates of the Western world gear up for a highly competitive, globalised marketplace governed by the “survival of the fittest” rule. HR has been at the heart of cost‐cutting exercises, from...

  • Avaya’s journey to global HR shared service: Moving from localized HR services to a global shared service model

    In 2002, Avaya realized the need to move to a global, rather than local, approach to providing its HR services. Here, Michael Donnelly explains how, in partnership with Convergys, it implemented a network of global shared service centres to cut costs, improve speed and accuracy, and turn previously ...

  • Building a culture of high employee engagement

    Purpose: This paper aims to examine the key drivers for employee engagement within an organization. It seeks to answer the question: what are the keys to improving the level of employee engagement? Design/methodology/approach: A case study illustrates a strategy for employee engagement that was...

  • CEO’s influence on talent management

    Lucy McGee, director of consultancy DDI UK, discusses how HR can best engage and deploy the CEO in the execution of talent strategies....

  • Combining motivational forces to deliver team performance and a positive ROI

    Purpose: The purpose of this study is to illustrate how a combination of three motivational forces can deliver superior team performance in an unlikely setting. Because motivation is the key to the success of talent, exploring ways to motivate employees and teams has been at the forefront of...

  • Create an effective employee referral program

    Concern over a lack of talented applicants is forcing HR to re‐assess potential sources of new hires. Referral schemes are increasingly being highlighted as a shockingly under‐used initiative, particularly in the UK....

  • Creating leaders for successful change management

    Purpose: – The purpose of this paper is to explain why change programs fail in spite of best practice processes and procedures and to examine the improvements that can be made by developing effective change leaders. Design/methodology/approach: – The paper is based upon the author's expert...

  • Design thinking in talent acquisition: a practitioner’s perspective

    Purpose: – The purpose of this article is to examine the applicability of design thinking to the strategic role of talent acquisition in organizations. While design thinking has become part of popular lexicon in contemporary design and engineering practice, as well as business and management, its...

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