- Member for
- 10 years 1 month
Articles by SHRM Staff
In November 2008, the Society for Human Resource Management (SHRM) conducted the
SHRM 2008 Workplace Flexibility Survey. The purpose of the survey was to identify
1) the prevalence and types of flexible work arrangements (FWAs) that employers offer
2) employee utilization of FWAs
3) employers that collect metrics/analytics on FWAs
4) successful FWAs, as well as success factors
The Society for Human Resource Management (SHRM) is urging members to get their organizations to become “Business Champions” by signing a pledge to embrace workplace flexibility policies.
The national Business Champions campaign, which was launched in March 2010 and ends in March 2011, comes from a coalition SHRM has joined that is encouraging the business community to be more competitive globally and to meet the needs of a 21st century workforce by embracing flexible workplace arrangements.
Global firms in 2020: The next decade of change for organisations and workers is an Economist Intelligence
Unit report, sponsored by the Society for Human Resource Management (SHRM). The Economist Intelligence Unit conducted the survey and analysis and wrote the report. The findings and views expressed in the report do not necessarily reflect the views of the sponsor.
Gathered by the SHRM Foundation, this report presents an effective model for the recruitment process. It offers specific recommendations based on peer-reviewed research and covers a wide array of interrelated topics.
The SHRM Foundation takes a look at the latest research findings on employee turnover and retention and offers ideas for putting those findings into action in your organization
In today’s hyper-competitive marketplace, understanding what fosters and forwards employee motivation—and, thus, organizational performance—is critical. Based on theories, studies, best practices, case studies and resources about motivation, this solutions-focused research article presents valuable information for the senior HR leader seeking competitive advantage.
Assessing and preparing executives for succession is not easy, but it's also no longer an option for companies in today's changing workforce. In order to ensure a successful future, companies today are facing growing challenges as older employees are retiring.
In January 2010, PricewaterhouseCoopers published a survey that found that 40 percent of board directors are dissatisfied with their companies' management of succession planning
Battle-tested: From soldier to business leader
Nikki Jackson, secretary of the Kentucky Personnel Cabinet for the Commonwealth of Kentucky, takes a different approach to talent management with employees working for the state.
Today's workforce is rapidly changing. From Baby Boomers retiring in record numbers to new technology changing where and when we work, the most successful companies are planning for what’s next.
As the workforce grows more complex, the role of Human Resources is changing as more HR professionals are partnering with the C-suite to help companies stay focused on what’s next in the workforce. Here are some examples of strategic HR helping companies remain competitive and boost the bottom line:
Human resource professionals like me, who tap into the talent pool of former military personnel, tend to keep quiet about our best resources. But the fact is, military officers have special skills that serve private industry well.
President Obama and the First Lady recently held a forum with policymakers and businesses to discuss workplace flexibility. Read the full story from The Chicago Tribune here.
The SHRM Special Expertise Panel compiles lists of trends and offers expert insight into a wide array of HR-related topics and trends as a way for SHRM to tap into the cutting-edge insights from the most experienced thought leaders in the HR field with this forward-looking piece of content. Some of the trends in 2009 include the impact of the global recession on business strategy and employees, the continuing importance of work/life balance, the importance of globalization and integrating markets, and continued emphasis on performance management, among others.
Though there are signs of recovery in the global economy, areas of weakness continue, especially in the labor market. HR professionals will be among the first to see signs of life return to the job market and any accompanying increase in turnover. With many disengaged employees staying put rather than risking an uncertain job market, HR professionals in 2010 will be focusing on how to reengage employees and retain the most valuable talent.