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What’s Working™, a recently conducted US survey (Mercer, 2011), indicates that nearly one in three (32%) workers is seriously considering leaving the organization now, the rate increasing sharply from 23% in 2005.
One of the most common challenges that HR managers may face nowadays is placing HR as a strategic partner at the decision round-table. Proving the value added brought by HR in an organization is no easy task for HR managers. However, this blog post will analyze the Deutsche Telekom HR strategy and how it aligns with the business coordinates.
Individual performance management is perhaps the level with the longest evolution in history, as it mirrors the level of organizational maturity. Using KPIs at individual level requires a correlation with the organizational objectives and the functional responsibilities, while considering also the human factors implied.
Employee engagement has become in the recent years a hot topic. Although several scholars reported that it has rarely been studied in the academic literature and little scientific evidence is available about its antecedents and consequences (Saks, 2006; Robinson et al, 2004; Macey & Schneider, 2008), research initiatives in this area are on the rise (as illustrated by the number of journal published in the last few years).
The Human Capital Institute has recently published a new report on managing human capital, with the title: Contract Talent: Are Contractors Included in Strategic Talent Management Initiatives? Based on a survey completed by 354 respondents between September and October 2010, the study explores the integration of contract workers into talent management programs.
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