Peter Crush

There’s a big disconnect between graduates and hirers on the prevalence of nepotism in recruitment, and HR must do more to strip out bias and promote clarity, says Peter Crush

GfK revamped an unsuccessful learning platform by making it simpler to use, introducing bite-sized information, and involving employees in co-creating content

Staff at Henkel identified what skills were needed to take jobs forward on the organisation’s journey to digitisation, and paths were created for managers and blue-collar workers

Virgin Money’s group HRD had the tricky task of fusing three brands together to create a new type of bank. She has changed reward, performance management, engagement and more

How lead generation and customer acquisition business MVF Global boosted potential leaders’ confidence and abilities via management training

Unilever realised it could benefit from making use of employees’ untapped skills, so it rolled out a technology solution to help it better match people with tasks

Aon wanted its LGBT diversity and inclusion efforts in Italy to match the values of the wider company, and for employees to feel able to be themselves

At automotive parts manufacturer Faurecia, L&D was overhauled to make educational content easily and quickly available to all staff at any time

The oil and gas giant’s group HRD has a very clear idea of how HR can help the business transform and be fit for the future. Technology, young people and reverse mentoring will all play a part

South Africa has an extremely high youth unemployment rate, but Webhelp is extending opportunities to this demographic with help from social enterprise Harambee

Charlie Mullins speaks exclusively to HR magazine about his eight-year legal battle, and how he feels about the gig economy

Internal recruitment functions are too reactive, removed from business leadership and failing to build capacity for the future. Is it time for a new breed of recruiter to step forwards?