HR case studies | Page 51 (527 items)

Two organisations are using simple but creative approaches to tackle mental ill health at work, says resilience speaker and executive coach Graeme Cowan.

In response to an ageing population and predictions of further skills shortages, one of Australia's largest employers is taking concrete steps to encourage workers to think about their retirement earlier, and stay with the company for longer.

When advertising company Adshel wanted to overhaul its brand, the exercise doubled as a successful engagement initiative.

A struggling company that developed an aggressive change strategy after going into administration has gone on to become an employer of choice.

Already known for its work in the field of engagement, RedBalloon has been experimenting with new ways to measure employee sentiment - including a simple tool comprising just one question.

The best thing employers can do to foster more diverse workplaces is to listen - early in the planning stage - to what employees want, says NAB group executive, people, marketing and communications, Andrew Hagger.

Deloitte Australia has a "pretty light" employer branding team, but uses social media to turn its 6000 employees into recruiters and brand managers, says national talent acquisition and mobility director, Tanyth Lloyd.

Cisco is overhauling its approach to recruiting and developing managers, to ensure they can meet the challenges of engaging increasingly remote teams, says its senior director of HR, Jennifer Dudeck.

GE spends "about $1 billion a year" on leadership development, and largely "takes it on faith" that the expense is justified, says the company's head of executive development, Susan P. Peters.

Just one month after centralising its recruitment systems, the Hilton's Australasian group was considering 17,000 fewer applications - and filling 15 per cent more positions - than it had previously.