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.
- 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.
- 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.
- Mind the Gap: what HR wants from performance management – and why they struggle to get it
- Facilitating a culture of intrapreneurship: an employee involvement approach
- How to close the gender pay gap within your organization
- The 3 C’s of courageous leadership: how to connect to your body, connect to your creativity, connect to your inner revolutionary
- 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...
- Accelerating strategic change through action learning
Purpose: The purpose of this paper is to describe how a leading global company used action‐learning based leadership development to accelerate strategic culture change. Design/methodology/approach: It describes the need for change, and the methodology and approach by which the initiative, Impact,...
- Addressing the soft skills crisis
- Aiding retention with unique health benefits incentives
James Geneau, vice president of Canadian health‐insurance provider, Benecaid, explains how tailoring the health‐benefits packages at a Canadian law firm helped cut costs and meet the needs of its employees....
- An employee’s best friend? How AI can boost employee engagement and performance
Purpose: How to keep employees engaged, rewarded and retained to improve the end-user and customer experience. Design/methodology/approach: This study provides practical advice on how a business can attract, recruit, retain and develop talented employees to improve customer service, using the...
- 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...
- Are your leaders brain-savvy, and why should you care?
Purpose: – This paper discusses the findings of a survey carried out to understand how employees perceived their leaders. The author was particularly interested in how brain-savvy leaders were – by this, is meant are leaders working in a way that is consistent with how the brain works? The author...
- AstraZeneca adopts a new approach to team building
Purpose: This paper aims to look at how Oakridge Training and Consulting helped AstraZeneca develop a behaviors training program for its information services (IS) project managers. The program was an inspiration for team building within IS and is set to be taken forward in other areas of the...
- 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...
- Bolstering career opportunities at Multibuild
As Multibuild, the UK building contractor, underwent rapid growth, the company realized it needed to address its employee development options. Multibuild CEO Mike Peden explains why “The Multibuild Way” worked....