HR case studies | Page 52 (529 items)

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.

The success of job-share arrangements at Freehills challenges perceptions about which types of work can be job-shared, and how flexibility can work at senior levels.

Leaders often view diversity initiatives as "just another thing HR is telling me to do", says award-winning diversity champion Troy Roderick. It's up to practitioners to help them understand that the work isn't just an add-on - it's enabling.

An experiment that showed imagination can be a significant business asset is transforming an Australian company's approach to learning and development, and leadership.

An IT company's commitment to teaching its consultants soft skills as well as technical skills has helped it to retain clients - and staff.

Monitoring and measuring the impact of work-life balance strategies has been a key factor in retaining and broadening support for them, says ABC's manager of diversity, Chrissie Tucker.

In order to turn a good company into a great company, business leaders must be prepared to relinquish control, leave their egos at the door, and share their mistakes as well as their successes, says TRC Group director Simon Moss.

Return-on-investment should be a long-term, not short-term, goal in delivering staff health programs, according to Bupa wellness services manager Mark Hesse.

A checklist of minimum safety and technical requirements for home-based work is essential to ensure the arrangements are trouble-free, and that employees understand their obligations and responsibilities.