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Are you measuring your Human Capital Management OR are you losing assets and $dollars?
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The quality of Human Capital Management (HCM) disclosure was the subject of a recently completed research project, reported in the Australian Financial Review on 14 January 2008. The project looked specifically at how Australia's 50 largest...
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Is it time the Boards score card included culture?
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A recent headline read “Complacent and arrogant culture allowed to flourish.” Is this evidence enough to prove that Boards need to set, manage and be held accountable for an organisations culture?...
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Fight the urge to relax over Festive Season Drinks HR Professionals
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HR Leaders need to learn to communicate with the CEO and the executive management team in language that they will appreciate and are familiar with - ie financial data, strategy implications, risks, bottom line and competitive advantage...
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Mettle Consulting joins with ING on Day 1 of the Director’s Forum
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Mettle Consulting’s Katharine McLennan joins with ING’s Sharyn Shultz on Day 1 of the Director’s Forum to discuss ‘Aligning employee behaviour with business objectives’ where they will discuss...
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Mettle Consulting is sponsoring the 2008 HR Directors Forum
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“The HR Summit and HR Directors Forum are a very important events for the HR Industry as they provide an opportunity for HR Professionals to regroup and openly debate the challenges facing the industry and identify solutions to the issues”, says...
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How Systems and Structure Link to Culture
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Its official…systems and structures must link to corporate culture – but how do you do it and what does this really mean to business?
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Culture can be learned and nurtured
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The biggest mistake organisations make around ‘culture’ is assuming ‘culture’ = ‘values’. Mettle warns against making the mistake of confusing ‘culture’ as being purely ‘values’.
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Engagement Surveys Release
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'Engagement scores and employee opinions surveys essentially measure how "happy" employees are with the organisation. Employees’ happiness is an important but not sufficient ingredient for executing the organisation’s strategy.'
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Corporate culture is a financial value-add for succession planning
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'Nearly two-thirds of acquired companies lose market share in the first quarter; by the third quarter, the figure is 90%' due to companies not conducting thorough human due diligence before acquiring or preparing for succession.'
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Where is culture in boards’ reviews?
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There are many writings of experts on corporate governance, yet there is little reference to the boards' responsibility in auditing the culture of organisations that they govern...
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