HR case studies | Page 47 (523 items)

An employer that "turned the world of work upside-down" for its people - moving them to a dramatically different space after 25 years in the same building, and introducing a whole new approach to technology - is observing productivity gains and cost savings after just three months.

Prioritising shared values ahead of technical skills when recruiting staff is one of the keys to high engagement levels at Swinburne Online, according to its head of HR.

Giving employees an opportunity to pitch their ideas to senior management is a cost-free way to improve engagement and develop better systems, processes and products, according to HP's Michelle Sutherland.

The best way to get leaders' buy-in for people initiatives is to 'get their skin in the game' and have them drive it, according to the HR director for employment services company Adecco Australia, Erica Page.

A staff-driven "hackathon", where employees develop, produce and market a new product in 48 hours, has helped online employment company Seek tangibly demonstrate its EVP and increase staff engagement in the process.

As a not-for-profit organisation, Starlight Children's Foundation has a lot to do with limited funds, so it places high expectations on its people.

Shared ownership of ideas is one of the key tenets of Cirque du Soleil's success, as all employees work better when given a "share in the pot", says the circus's former director of creation.

What makes employees go the extra mile? This year's 'Best of the Best Employers' finds empowerment, "tough love" discussions and reasonable boundaries work better than financial rewards.

Finance, health and technology giant GE has reduced the role HR generalists play in its recruitment process, after deciding they were too heavily involved.

Gender diversity in an organisation is relatively easy to measure. But measuring whether a workplace is inclusive towards lesbian, gay, bisexual, transgender and intersex (LGBTI) employees is not so simple.