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Adaptive intelligence (training and development)

Lucas, B. - In: Human Resource Management International Digest 18 (2010) 5

Persistent link: https://www.econbiz.de/10014753250

Making the most of a workforce on the move

Short, Tom - In: Human Resource Management International Digest 18 (2010) 2, pp. 3-5

Purpose – Considers the training and development challenges surrounding people who have elected to seek work in a … learning of workers who have voluntarily moved from their previous job and seek to integrate into a new environment. Practical … implications – Suggests that HR specialists need to get better at recognizing and evaluating the training needs and skills of …

Persistent link: https://www.econbiz.de/10014752465

The new social workplace

Lauby, Sharlyn - In: Human Resource Management International Digest 21 (2013) 3, pp. 3-5

Purpose – The purpose of this paper is to outline the role social media plays in the life cycle of an employee. Design/methodology/approach – Human resources should approach the themes of social media similarly to the way that marketing approaches the topic. Findings – Human resources and...

Persistent link: https://www.econbiz.de/10014752744

Critical challenges for L&D (learning and development)

Griffin, E. - In: Human Resource Management International Digest 18 (2010) 3

Persistent link: https://www.econbiz.de/10014753216

It s all in here! How do we get it out?

In: Human Resource Management International Digest 19 (2011) 5

Persistent link: https://www.econbiz.de/10014753352

How Skillsoft stay ahead of the learning curve: content, service and experience are crucial to customer satisfaction

Bell, Gareth - In: Human Resource Management International Digest 21 (2013) 6, pp. 37-39

discusses the challenges the industry faces, both for learning solution providers and customers. Originality/value – It outlines …

Persistent link: https://www.econbiz.de/10014754295

Diversity creates global competitive advantage for South African Breweries

In: Human Resource Management International Digest 10 (2002) 5, pp. 14-17

social inequities in its hiring, promoting and training practices, and combating discrimination. The 49,000‐employee …

Persistent link: https://www.econbiz.de/10014751851

People: a key ingredient at Pret A Manger

In: Human Resource Management International Digest 10 (2002) 6, pp. 6-8

Giving junior team members a significant role in hiring decisions and encouraging employee feedback on customer‐comment forms are just two of the unconventional human‐resource management practices that have helped to make Pret A Manger one of the most admired brands in Britain. McDonald’s...

Persistent link: https://www.econbiz.de/10014751865

Ritz‐Carlton employees go for gold

In: Human Resource Management International Digest 10 (2002) 7, pp. 23-25

’s Gold Standards – an array of service principles. Training sets about bringing these principles to life and giving them …

Persistent link: https://www.econbiz.de/10014751877

Workers’ playtime at Capital One : Company puts the emphasis on employees having fun

In: Human Resource Management International Digest 11 (2003) 2, pp. 4-9

It is not every company that would think to provide kayak racks for employees wishing to travel to work by boat, but that is precisely what Capital One did when it opened a new canal‐side building at its European headquarters site in Nottingham, UK. The move reflects an important philosophy at...

Persistent link: https://www.econbiz.de/10014751913