HR Digest

MAY 1, 2019

The CHRO of IBM, Diane Gherson however, has different views and she has translated the term “human+machine interaction” into HRM practices. Human Resources has traditionally been very process driven. Diane Gherson is a trailblazer when it comes to introducing agile technologies in the gamut of Human Resources.

Agility 90

Agility Self-aware Innovation Human Resources 90

In the CEO Afterlife

FEBRUARY 20, 2015

Jacobs Suchard Directors expected me to run their North American operation as an entrepreneurial enterprise, and as long as the returns were favorable, they assumed I was doing just that. As such they were keen to discuss the ‘hard’ variables – profit margins, efficiencies, headcount, labor climate and strategic initiatives.

Long-term 100

Long-term Download CEO Objective 100

Strategy Driven

DECEMBER 20, 2013

Despite the realization that computer software greatly enhances the efficiency with which businesses operates, the use of recruitment software is not widespread. Copyright 2007-2013 by StrategyDriven Enterprises, LLC. Complimentary Resource – Six Pitfalls of Workforce Planning. Consider leaving a comment!

Succession 64

Succession Talent Management Software Human Resources 64

Harvard Business Review

NOVEMBER 18, 2013

Technology will only be able to deliver on its promise of moving TV dollars online if it creates greater process efficiencies, drives more commerce, and enables deeper engagement with consumers. Operational convergence will drive strategy. Fortunately, there are some encouraging trends.

Advertising 9

Advertising Industry Technology Bottom-up 9

Harvard Business Review

JANUARY 29, 2015

Bill and his team set out to develop a system that could bring all GE machines onto one efficient cloud -connected platform. ” Jennifer Waldo , Head of Global Human Resources, GE Software Center, was at the epicenter of GE’s recruiting challenge. Operations Competitive strategy Technology'

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

JULY 15, 2015

Getting the company back on its feet required a major boost in operating efficiency. We succeeded, but by 2013 we worried that we had taken our focus on results too far. We still need strong operational results if we are going to stay competitive. We asked ourselves: What could we do differently?

Resistance 8

Resistance Long-term Short-term Self-aware 8