Leaders & executives | Page 81 (1,021 items)

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.

HR professionals should ensure that leaders appointed to cross-cultural teams possess specific competencies now known to affect success in these roles, says Right Management regional general manager, Bridget Beattie.

A "very significant" judgment, awarding in excess of $300,000 to a terminated bank executive, should send employers rushing to redraft their contracts and policies, says Harmers chief operating officer Emma Pritchard.

When leaders fail it can cost a business in many ways, but HR professionals can play a more strategic role in minimising the risk of attrition and poor results, says business psychologist Dee Fitzgerald.

When looking for employees to develop into leaders, HR practitioners should look for the people around whom everyone thrives, says the Asia Pacific president of a global travel company.

The employees who are most able to help a business achieve its core objectives are not necessarily the ones considered its highest performers, says SHL managing director Stephanie Christopher.

HR is beholden to several "myths" that prevent succession planning efforts from reaping real results, says Professor David Clutterbuck.

Organisations that aim to reduce staff turnover across the board could be wasting their resources, says HR expert Wayne F. Cascio.

If HR directors want to work more closely with boards and CEOs, they should stop "preaching to the converted" about what HR has to offer and start building relationships, says HR expert Professor Roger Collins.

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.