HR case studies | Page 3 (523 items)

Being prepared to view negative feedback as a "golden ticket" for improvement has helped a global talent acquisition team transform its function in just six months.

Evidence-based workforce planning is always important, but particularly so when 10-year project timelines call for precise talent strategies, an HR leader says.

Candidates who don't plan to stay with an organisation long-term can still be worth their weight in gold, according to a head of talent who is seeing people put corporate careers on hold to share their expertise.

Employers needn't "start from scratch" when it comes to managing psychosocial health, but must tailor their approach to their particular business risks, says a CPO who oversaw development of an award-winning framework.

ANZ is piloting a highly-targeted program to improve diversity in its leadership roles, and feedback so far suggests employers shouldn't "underestimate the power of feeling invested in".

A new initiative is helping an inclusive employer address the assumption held by some employees that because they're not managers or leaders, it's not their place to contribute business-related ideas to management.

When leaders start living healthier, more balanced lives, and encouraging their people to do the same, it completely changes how they "show up", according to an executive who speaks from hard-won experience.

The ABC's employee complaints process is "not straightforward" and lacking in follow-up, to the extent that calls into question its ability to ensure a safe workplace, a review has found.

"Connecting the dots" between previously disjointed HR processes has helped an organisation save hundreds of days of administrative effort each year, and dramatically improve its employee experience.

Prioritising workplace culture during a merger has meant an otherwise "hectic" transformation timeframe became a "seamless" transition, a chief people officer says.