The future of public sector HR

Although the public sector has weathered the storm of austerity measures, it's not out of the woods yet. We explore where next for public sector HR

What the private sector can learn from public sector HR

Three HR experts from the public sector on what the private sector could learn from public organisations

What's the evidence for... change management?

Change management is rife with unsupported theories, so here Rob Briner examines the actual evidence.

Modernising HR at the Post Office

The Post Office is facing funding cuts and a modernisation mission. We meet the man hoping to deliver on these HR challenges

Skills shortages changing CEO talent strategies

Increasing concern over skills shortages are forcing CEOs to rethink their hiring and talent strategies, according to PwC's annual global CEO survey.

Can HR remember how to lead in an upturn?

Now that the UK economy and job market seem to be getting back on track, HR directors will need to re-assess their approach to many business issues. But can HR remember how to operate in an upturn?

Tullow Oil's CHRO on talent, CSR and the oil price crash

As oil prices plummet the oil and gas sector must weather the storm. Tullow Oil's CHRO Gordan Headley explains how

Austerity negatively impacting public sector staff commitment

The government’s austerity measures have led to a drop in the commitment of public sector workers towards their organisations, research by Warwick Business School has found.

Gratton: Why is complex collaboration so tough?

Organisational charts often mask informal networks that cross functions. We must understand these relationships

Driving diversity at Ford

The 1968 Ford sewing machinists' strike was a driver for the Equal Pay Act. Three of Ford's top HR leaders explain how diversity is front and centre.

How to ditch HR hierarchies

Traditional hierarchies still have a place in some sectors. Large, complex organisations rely on those chains of command. But do they always add value? Just because it has always been done that way...

Behaviour, not technology, must be primary driver of change

HR directors and their CEOs are increasingly coming to terms with the fact that as many as one in four of the people they employ are either consciously or unconsciously undermining their...