Strategic HR Review

Publisher: Emerald

Description

  • Impact factor
    0.00
  • 5-year impact
    0.00
  • Cited half-life
    0.00
  • Immediacy index
    0.00
  • Eigenfactor
    0.00
  • Article influence
    0.00
  • Other titles
    Strategic HR review (Online), Strategic human resources review
  • ISSN
    1475-4398
  • OCLC
    60628731
  • Material type
    Document, Periodical, Internet resource
  • Document type
    Internet Resource, Computer File, Journal / Magazine / Newspaper

Publisher details

Emerald

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • Voluntary deposit by author of author's pre-print or author's post-print allowed on author's personal website or Institutional repository, where there is no mandate to deposit
    • If mandated by a funding agency, the author's post-print may be deposited in any open access repository after a 24 months embargo period
    • Author's pre-print and Author's post-print not allowed on subject-based repository
    • Must link to publisher version with DOI
    • Publisher's version/PDF cannot be used
    • Published source must be acknowledged with set statement
    • Non-commercial
    • Publisher last contacted on 02/04/2013
  • Classification
    ​ green

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ The challenges and problems that organizations face nowadays are often due to there being a gap between their current situation and where they want to be. Often this disparity between perception and reality is caused by something deep and fundamental in the company culture ‐ something that may not be readily apparent to those working there. This paper aims to deal with the question of how to create genuine, lasting change in organizational climate so that all employees feel they can bring all of themselves to work, without fear or judgment and with a deep belief that their contributions will be heard. Design/methodology/approach ‐ There are a number of reasons why driving an inclusive culture is so difficult and this paper identifies a new perspective on developing and embedding inclusion. Most importantly, it addresses how a bespoke, blended approach to any input will allow you to implement training that really works. Findings ‐ Many organizations view fixing problems with company culture as an expensive luxury with unpredictable outcomes. As a result, the kind of training that embeds genuine, lasting change is often overlooked in favor of short-term solutions that do not get to the root of the problem. A bespoke, blended approach allows for training that really works long term and therefore ensures the greatest possible value for your organization. Practical implications ‐ A blended approach done well should be a powerful, joined up and strategic driver that enables an inclusive culture to be created, resulting in it becoming business as usual, where the best available talent is attracted, thrives and drives your strategic aims and your business forwards. Originality/value ‐ Often the kind of training that gets done in this area is short term and does not get to the root of the problem. This paper provides guidance in developing and embedding inclusion and although it may challenge beliefs if these principles are followed it will guarantee rapid, lasting improvements at all levels.
    Strategic HR Review 04/2014; 13(3).
  • Bev White
    Strategic HR Review 04/2014; 13(3).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ The authors aim to examine the use of talent intelligence ‐ the understanding that businesses have of the skills, expertise and qualities of their people ‐ within talent management strategies. Design/methodology/approach ‐ The authors combine their field work and research expertise to understand the use of talent intelligence and its effectiveness, and how this can be improved upon. Findings ‐ Beneath the succession plans and talent pools, talent management is built upon the foundation of talent intelligence. It is the basis of every people decision that organizations make. Yet there is evidence that this basic foundation of talent management is broken. Originality/value ‐ The authors look at why talent intelligence is not being used to its potential, and explore what businesses can do to rectify the matter. Four practical steps are shared to help HR professionals assess the quality of their organization's talent intelligence.
    Strategic HR Review 02/2014; 13(2).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ The purpose of this article is to set out the ways in which pharmaceutical company Boehringer Ingelheim embedded a strengths-based approach to the assessment and development of field-based staff during a period of structural and culture change. It provides an overview of how strengths-based methodologies were implemented and embedded through this period. It offers a case study example of how Capp partnered with Boehringer Ingelheim to deliver and cascade its assessment and development solutions. It also provides early evaluation data. Design/methodology/approach ‐ Boehringer Ingelheim introduced strengths through recruitment and development. It built on Capp's strengths methodology and Realise2 tool and model. To aid implementation, cross functional teams were also set up to cascade knowledge and skills across the organizational system. Findings ‐ The initial findings from this program include quantitative and qualitative data from candidates and assessors demonstrating their positive perception of the assessment and development process. Practical implications ‐ This article provides case study material, client learning and tips for how other organizations could introduce strengths-based solutions into similar culture change, team and personal development projects. Originality/value ‐ Boehringer Ingelheim is one of the first UK based organizations explicitly to take a strengths-based approach to aid culture change.
    Strategic HR Review 01/2014; 13(3).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ The purpose of this paper is to explain why change programs fail in spite of best practice processes and procedures and to examine the improvements that can be made by developing effective change leaders. Design/methodology/approach ‐ The paper is based upon the author's expert knowledge and includes a case study of an organization that is an exemplar for successful change management, having been censured for its lack of success only a few years ago. The paper identifies the actions that helped this organization improve its capability for change. Findings ‐ Change initiatives are more likely to be successful when change leaders are developed and mentored through an organization-wide, structured, aspirational career development program, which encourages change leaders to focus on the big picture, to use their network, to engage with stakeholders and to develop their own emotional intelligence and resilience. Practical implications ‐ The paper explains that organizations need to change their thinking and practices around change management to do more to address the skills, attitudes, capabilities and relationships of the people involved ‐ particularly change leaders. Originality/value ‐ This paper examines the often-overlooked topic of developing, coaching and mentoring change leaders and includes a previously unpublished case study. It provides a blueprint for action for other organizations struggling to deliver successful change programs.
    Strategic HR Review 01/2014; 13(3).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ This article aims to draw on some key ideas set out in Janice Caplan's book, Strategic Talent Development. In essence, Strategic Talent Development is about achieving business success in today's environment, which is so different from the one on which most management practice is based. Design/methodology/approach ‐ Caplan argues that conventional thinking has pushed too much onto line managers and given them an impossible task. She also debunks popular notions, such as we should invest differentially in high potential, or pivotal staff, or that leaders must win hearts and minds. Findings ‐ She shows how new ways of working are making current line management structures and processes unviable, and she proposes two key solutions. The first is to implement "shared management" structures that spread people management responsibilities so that individuals get the attention they need, when they need it. The second is to establish longer-term approaches to career development that ensure everyone keeps pace with change. This also takes care of high potentials and future leaders. Originality/value ‐ The author shows how the proposed solutions are critical to raising levels of employee engagement and therefore business profitability.
    Strategic HR Review 01/2014; 13(2).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ This article aims to question the narrow focus of the existing approaches to leadership development, and guide organizations to a more systemic perspective. Design/methodology/approach ‐ The findings are based on the review of academic literature on the subjects of leadership and management, as well as surveys of 2,069 UK employees (including 806 individuals with managerial responsibilities), 467 HR professionals from the CIPD membership database, 128 senior HR professionals, and 250 senior decision-makers. Findings ‐ Although most organizations today provide leadership development activities to their employees, the focus of those activities, and the lack of enabling organizational systems and processes, may inhibit leader behaviors in practice, potentially explaining the lack of leadership and management skills in UK organizations. Practical implications ‐ In developing a leadership development strategy that is aligned with business priorities, organizations should consider which segments of the workforce can add value by demonstrating leader behaviors, which aspects of organizational context might act as enablers or barriers to individuals demonstrating those behaviors, and which incentives are in place to stimulate leader behaviors. Originality/value ‐ The argument steps away from discussing the construct of "leadership", assuming that its definitions will vary among organizations, and emphasizes the context in which leaders operate and HR practices as having impact on the effectiveness of leaders.
    Strategic HR Review 01/2014; 13(2).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ Ten years ago Penna, the global HR services group, needed a radical business and culture re-invention if it was to survive. This article aims to tell the story behind Penna's journey and describe how a sustainable culture change intervention became the cornerstone of a successful business. Design/methodology/approach ‐ This case study is the result of an initial ethnographical research followed by concrete and systemic interventions. Findings ‐ The case study identifies four elements that sustained the business impact of a culture change program over a significant period of time. Originality/value ‐ This longitudinal case study follows a culture change program in an organizational context over a period of ten years.
    Strategic HR Review 01/2014; 13(3).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ This paper seeks to address the role and impact of employee engagement within an organization that has undergone major change. It looks at the issues of how to monitor and increase levels of staff engagement over time to deliver business results. Design/methodology/approach ‐ It draws on six-monthly employee engagement surveys and a case study to illustrate how HR can drive and monitor change through employee engagement. Findings ‐ This paper follows a company through economic uncertainty to major organizational change and examines how the role of engagement and monitoring can drive business success. Research limitations/implications ‐ The case study only looks at the issues over an 18 month time period. Originality/value ‐ This paper illustrates how an HR department can build employee engagement to drive the business forward. The case study offers best practice material for HR managers.
    Strategic HR Review 01/2014; 13(2).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ This feature seeks to demonstrate the importance of organizations understanding how they are perceived externally as an employer, and how regularly tracking the opinions of staff can ensure the best talent are engaged and stay with an organization. Design/methodology/approach ‐ ORC International is an expert in employee engagement research. This article incorporates findings from its global HR survey "HR Reflections", and includes two case studies that demonstrate how regular tracking and deep analysis of staff opinions can help organizations to boost their employer brand and retain their best talent. Findings ‐ Advanced analysis of employee surveys can predict how employees are feeling to help organizations retain their most valuable staff. Practical implications ‐ This is a practical paper designed to give ideas and good practice to readers facing similar situations. Originality/value ‐ The paper combines findings from a global survey with case study content to help employers to understand how to improve engagement and retention of staff through effective use of regular employee surveys.
    Strategic HR Review 01/2014; 13(2).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ The functioning of an organization largely depends upon several remarkable components, with the talented employee occupying the central role for the accomplishment of organizational goals. In this context, organizations are making more investment into talent development initiatives, which currently is a challenge. The purpose of this paper is to examine the talent retention practices in Bharat Heavy Electricals Limited (BHEL), a Navratna PSE of the Government of India. Design/methodology/approach ‐ The investigation is carried out through a case study that discusses BHEL's well-designed talent management strategy. Findings ‐ Effective talent management practices help the Indian public sectors in general to retain their best talent. At BHEL, talent management practices are focused on competencies, knowledge, learning and increased broad group engineering and technology transference. Research limitations/implications ‐ The case study could be enriched further by empirically measuring different factors impacting the element of talent management at BHEL, which in turn may help in strategic mapping of the competency retention mechanism. Practical implications ‐ It is suggested that organizations should invest in the process of talent management and development of its employees for building up the reservoir of competencies of the internal workforce so as to make them future-ready. Originality/value ‐ The present study may lead to the conclusion that if talent management practices are effectively managed and successfully deployed, it could indeed result in the long-term enhancement of satisfaction amongst the various levels of employees.
    Strategic HR Review 06/2013; 12(4):197-202.
  • Strategic HR Review 04/2013; 12(3):153-154.
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ This paper seeks to address the role and impact of employee engagement within an organization undergoing cultural transformation, addressing the issues of monitoring and increasing levels of staff engagement over time. Design/methodology/approach ‐ The paper draws on in-depth employee engagement surveys over a five year period as part of a case study to illustrate how HR drives and monitors change through employee engagement. Findings ‐ This paper follows a company through enormous organizational change, firstly towards a high performance culture and then to a culture of empowerment. The role of engagement and monitoring processes are highlighted as part of the transition. Research limitations/implications ‐ The case study does not offer a true multinational case study as only a small proportion of employees are based overseas. Originality/value ‐ This paper illustrates how an international organization can deliver organizational change and build employee engagement to drive the business forward. The case study offers best practice material for HR managers.
    Strategic HR Review 01/2013; 12(5).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ The purpose of this paper is to cover the inaugural UK employment candidate experience awards (The C&Es). It aims to include details of the program, best practice case studies and some of the 2012 C&Es winner success stories. Design/methodology/approach ‐ This paper draws on research findings from participating organizations that shared data on their candidate experience processes and practices. This also includes research findings from 857 candidates who applied to these organizations. References may also be made to the North American research data ‐ the second year has just concluded ‐ with 90 participating companies and 17,500 candidate responses. Some of the organizations featured include UK winners GE Capital, Risk Management Solution and Avanade, and North American winners Adidas Group and Deloitte. Findings ‐ Organizations which do not recognize the importance of providing good candidate experience practices will find it increasingly difficult to source the right talent. Candidates expect a return on investment, and time invested will become the currency that fuels their expectations. Their key expectation/requirement will be timely, accurate and transparent communication. A personalized experience, and all that entails, will become the norm. Originality/value ‐ The paper provides evidenced research findings which were verified by candidates who experienced part or all of the organizations' recruitment processes.
    Strategic HR Review 01/2013; 12(4).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ This paper aims to examine how the oldest manufacturer of natural healthcare products in Europe, Nelsons, needed to make a leap in its development to take advantage of the opportunities in export markets and to meet ambitious production and revenue targets. Design/methodology/approach ‐ This case study follows how Nelsons put in place a new culture among managers to achieve its growth targets, which involved moving away from being the custodians of a traditional brand towards leadership of a fast-moving global enterprise. A management development scheme was introduced to support the fundamental changes, to create a new cadre of staff with the skills and confidence to lead, and overcome the discomfort which can come from rapid and wide-ranging change. Findings ‐ If there is a good team of staff prepared to lead as much as manage change, implementing major initiatives can become relatively easy. Originality/value ‐ The paper illustrates that the program demonstrated the importance of creating leaders for change, which have underpinned record outputs at the firm and strong progress towards the overall targets.
    Strategic HR Review 01/2013; 12(5).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ The purpose of this article is to outline the way in which internal mediation has been rolled out to support the successful merger of three NHS (National Health Service) Trusts in London. Design/methodology/approach ‐ Based on the success of internal mediation as a method of managing and minimizing conflict in the workplace at other NHS Trusts, Barts Health NHS Trust recognized the potential of internal mediation to monitor, manage and minimize conflict and associated disruption in the workplace. Recognizing the benefits of attracting a multidisciplinary team of mediators and securing the backing of line managers to support the approach has put in place a bid for the funding of training for 140 mediators across the new Trust's five sites. Findings ‐ The introduction of internal mediation has contributed to a significant decrease in legal expenditure and the number of formal disciplinary cases, which has consequently reduced the time line managers and other employees have had to spend on this type of activity. The strategy has also had an influence ‐ although yet to be calculated ‐ on the environment and culture of the organization. The introduction of tools to respond quickly to conflict situations enables staff to address issues promptly, before they escalate, thereby keeping patient care at the top of everyone's agenda. Originality/value ‐ The case study presents a clear best practice approach for large organizations or those going through a merger or acquisition that may be considering how to positively manage conflict and dispute resolution in the workplace. It presents cost saving results associated with the introduction of internal mediation and indicates associated organizational benefits, such as the engagement of line managers with the solution.
    Strategic HR Review 01/2013; 12(6).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ This article explores how strengths-based recruitment is enabling graduate recruiters to engage, attract and select the best talent. Drawing from the example of major graduate recruiter, Ernst & Young, it shows how strengths assessment can be used at each stage of the recruitment and selection process. Design/methodology/approach ‐ Strengths-based recruitment is focused on assessing candidates in relation to their performance and motivation. It identifies what people do well and enjoy doing, relative to the requirements and job-fit of the prospective employer. Strengths are also assessed online as part of a front-end screening process through the situational strengths test. This assesses the strengths candidates have, together with how they would use those strengths in a range of scenarios and situations they would be likely to experience in the role. Findings ‐ Strengths-based recruitment and the Situational Strengths Test engage candidates by providing them with a realistic job preview of the role. They help candidates to make informed decisions about their own fit with the role. They help organizations to select the candidates who match their requirements more effectively from those who do not, delivering better outcomes for candidates and employers. Originality/value ‐ Strengths-based recruitment is an engaging recruitment approach that appeals to the Generation Y of current graduates who are focused on the opportunity to use their strengths at work. Ernst & Young has seen improved candidate experience, enhanced business engagement, and better selection outcomes through its use of strengths-based recruitment.
    Strategic HR Review 01/2013; 12(6).