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Why Are Organizations Constructed by Functions?

In the old days before telephones and electric typewriters and certainly before the advent of computers and the internet, people were not only the instrument for delivering organizational processes they often were the process. This framing makes sense for developing a management infrastructure that revolves around the expertise of the processes that one represents. The historical learning curve was so high (think apprenticeships) that there was an efficiency gained by having people accomplish very large volumes of work through their specialized expertise. Historically, these approaches were the only way to create, capture, and pass-on a high level of expertise.

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Posted on November 25, 2013 by David Bowman, COO, Kushner & Company

Older Workers and New Assumptions

Consider the following scenarios, and the impact these might have on your organization:

• An older employee is not performing up to standard. He hasn’t been coached because everyone thought he would retire soon.
• A young manager is resisting hiring older workers for IT roles, and refers to them as “old geezers.” Many of the IT positions have been unfilled for six months or more.
• Boomer caregivers experience the challenge that is typical of this “sandwich generation”—having to provide care for children, parents, and often grandchildren and grandparents.
• An organization is losing many qualified, valued employees by offering outdated early retirement packages.

Many of these problematic human resources issues are the result of changing workforce demographic needs that aren’t being met by outmoded, old-fashioned management assumptions. In order for HR professionals to maximize an age-diverse work force, they will need to change their thinking about policies and programs in order to capitalize on this important labor market segment.

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Posted on October 29, 2013 by Cathy Fyock, CSP, SPHR, Senior HR/Business Advisor

Gen Y Workforce: Adapting Management Skills for the New Millennium

They are team players, who thrive on building relationships, crave responsibility and information, but above all demand flexibility from their employers. They are Generation Y - arguably one of the most daunting challenges facing human resource managers today.

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Posted on March 23, 2006 by Carol Radice, Grocery Headquarters Magazine

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