Latest Exclusive/Premium HR White papers & Resources

  • 14 Oct 2010 11:14 | JHRS (Administrator)

    Aberdeen's studies show that there is a direct correlation between an employee's engagement level and their alignment to the organization. In fact, they have shown that they are nearly the exact same thing. The fact is that engaged individuals quickly adapt, spending maximum effort on activities sure to impact the bottom line.

    Best-in-class organizations use performance reviews to:

    • Cascade organization goals down to the individual level to boost productivity and growth.
    • Provide periodic progress status checks as a part of their organizational culture, rather than once a year communication.
    • Retain and keep top performers motivated by linking performance to learning, development and succession.
    Download this whitepaper from The JHRS Knowledgebase under the "Talent & Workforce Management" sub-folder. (Requires Virtual or Premium Level access.)
  • 14 Oct 2010 11:08 | JHRS (Administrator)

    With more than 80 million users worldwide, LinkedIn has evolved into the largest online business networking platform. It is powerful and efficient on many levels, and is leveraged by its users in a multitude of styles and capacities. Some people use it as merely another way to connect with friends online, while others take it so far to rest a large portion of their job responsibilities upon it.

    Learn tips on how to effectively leverage your LinkedIn account to power your recruitment function.

    Download this whitepaper from The JHRS Knowledgebase under the "Recruiting/Staffing/Selection" sub-folder. (Requires Virtual or Premium Level access.)
  • 13 Oct 2010 09:29 | JHRS (Administrator)

    Integration is the new currency of HR. Empirical research reveals that improving HR process, technology, and data integration to eliminate silos and facilitate cross-functional reporting affords significant business benefits.

    According to SumTotal’s 2010 State of Global People Management worldwide survey of human resources (HR) leaders, organizations with fully integrated HR and talent processes, systems, and data outperform those organizations that have not integrated by 41% across twelve key HR and business operating metrics.

    Download this whitepaper from The JHRS Knowledgebase under the "General HR Management" sub-folder. (Requires Virtual or Premium Level access.)
  • 09 Oct 2010 22:49 | JHRS (Administrator)
    Keeping up with the speed of business is no small task. The natural cycle of talent management creates an everchanging priority list coming from multiple directions for HR. For an HR organization to adequately respond to the demands, it must address the entire talent lifecycle as a whole, even if  the mission-critical process is a subset of that lifecycle. Individual teams operating in silos, recruiting or learning and development, for example, will only be able to manage the transactions they are responsible for— and nothing more—creating a big gap in any truly successful talent management strategy.

    Download this whitepaper from The JHRS Knowledgebase under the "
    Talent & Workforce Management" sub-folder. (Requires Virtual or Premium Level access.)
  • 11 Sep 2010 00:59 | JHRS (Administrator)
    For many of the world’s most admired companies, the ability to attract and retain talented employees was the single-most reliable predictor of excellence, according to Fortune magazine. And it may be the single-most important challenge of this decade.  Why care about retention? Retention is a business issue and losing one or two key people can have a significant impact on your longevity or profitability.  In the following white paper, we outline how managers can determine whom to keep, how to treat those who leave and what to do to retain those necessary to the organization.

    Download this whitepaper from The JHRS Knowledgebase under the "Talent & Workforce Management" sub-folder. (Requires Virtual or Premium Level access.)
  • 11 Sep 2010 00:49 | JHRS (Administrator)
    Almost every business leader will say that people are their most important asset, but few do anything about it.

    If you are going to take this principle seriously then human capital planning is crucial. The Human Capital Plan is an important tool that organizations use to drive focused actions that can ensure goal achievement and business success. It allows organizations to assess, plan for, and respond proactively to its human capital challenges and needs. It helps shape the organization by building a plan to develop the workforce and practices needed to meet an organization’s vision, mission, and goals. Human capital challenges such as having capable leaders, building workforce skills, driving high performance, and ensuring retention of top talent can be addressed through effective human capital planning.  The Human Capital (HC) Plan will establish a framework of policies, practices, and actions that guide your efforts in meeting these workforce needs.

    Download this whitepaper from The JHRS Knowledgebase under the "Talent & Workforce Management" sub-folder. (Requires Virtual or Premium Level access.)
  • 01 Sep 2010 10:24 | JHRS (Administrator)
    Employee engagement and retention is emerging as the greatest challenge facing leading organizations’ Talent Management initiatives.

    To find out the Six Key Essentials for Engaging and Retaining Top Talent Throughout your Organization’s Talent Lifecycle we've pulled together this one-of-a-kind whitepaper to help you understand the variables: the intricacies and the level of discernment that will give you the knowledge to stay a step ahead of your competition.

    Today, more than ever, your corporate culture is in the presence of an unlimited consortium of evaluators. To survive and prosper through the ebb and flow of economic uncertainty, you'll need to breed a culture of evangelists who are passionate about your company, services and products.

    Download this whitepaper from The JHRS Knowledgebase under the "Talent & Workforce Management"
    sub-folder. (Requires Virtual or Premium Level access.)
  • 01 Sep 2010 10:18 | JHRS (Administrator)

     

    Time to think beyond the old
    job-board-plus-agency approach!


    The goal of sourcing—attracting A-list candidates—hasn't changed, but the tactics are dramatically different these days. This report provides information on today's new recruiting realities and how you can make it more efficient, and save both time and money.

    Download this Summary Report Guide from The JHRS Knowledgebase under the "Recruiting/Staffing/Selection" sub-folder. (Requires Virtual or Premium Level access.)

  • 12 Aug 2010 12:21 | JHRS (Administrator)
    Certain human needs and drives play a dominant role in employee motivation, morale, and performance. When you create a work experience that taps into these needs and drives, you inspire employees to perform at their best.

    The needs and drives in this questionnaire are based on best practices of high performance organizations like Ritz Carlton and Southwest Airlines, research within the business world, and research on human nature from a wide range of scientific disciplines.

    A synthesis of these many sources, this tool identifies some of the most powerful drivers of employee motivation, morale, and performance.
    Each driver is followed by a series of questions you can use to assess whether the work experience you provide satisfies that driver, and to guide you in the process of designing that driver into your work experience.

    For optimal results, use these questions to facilitate focus groups and individual conversations with your staff. This will not only give you more accurate information, it will involve your employees in the process—which in itself leads to greater employee engagement.

    Download this Guide from The JHRS Knowledgebase under the "General HR Management" sub-folder. (Requires Virtual or Premium Level access.)
  • 23 Jul 2010 11:24 | JHRS (Administrator)
    Learning leaders and other business leaders who deal with talent, learning and performance management are often called upon to drive corporate strategy and develop people in support of business goals and strategic work processes.

    eCornell would like to share a few resources and best practices in management and leadership development:
    • Building a Management Development Program 8 Best Practices
    • 5 Ways to Improve Your Leadership Development Program
    • Considerations for Creating an Executive Development Strategy
    • Employee Retention: Moving Up the Employee Relationship Chain
    • A Leadership Development Maturity Model
    • Who Should You Target for Leadership Development?
    Download these whitepapers from The JHRS Knowledgebase under the "Workforce and Talent Management" sub-folder. (Requires Virtual or Premium Level access.)

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