Strategic HR

Impact more important than salary for millennials

A survey of executives found most believe having an impact on the business is most important to younger generations

Reputation in the balance: rethinking corporate governance

In light of bad practice at some large organisations, corporate governance needs to be seen as less of a box-ticking exercise and more an integral, people-focused part of business

Investors left ‘in the dark’ over human capital reporting, says PLSA

The PLSA has published a toolkit to help investors get better quality human capital information from companies

Putting theory into practice: Trust

Bath School of Management's Veronica Hope Hailey and BBC Worldwide people director Kirstin Furber talk trusted leadership

Businesses must consider pipeline of female talent

HR director at O2 Ann Pickering said businesses must forward plan to prevent the same conversation about lack of progress on women on boards coming round every five years

Skills policy moves from BIS to Department of Education

The Department for Business, Innovation and Skills and the Department for Education have been shaken up under May

Case study: Building culture at a global start-up

Hiring people who exhibit selflessness and respect, and encouraging more personal modes of communication between international colleagues, have helped Pocketmath build a strong cultural identity

Everything you need to know about MOOCs

What is a MOOC, how does it work, and what benefits could this online training tool bring to your organisation?

Today's corporate affairs director, tomorrow's CEO?

With communications skills becoming so highly valued in business, could your next leader come from corporate affairs?

Almost half apprehensive about hiring disabled workers

Mark Grimley, director of HR at disability charity Scope, explains how to accommodate disabled employees

What can we learn from HR's emerging talent?

Stephen Bevan, head of HR research development at the Institute of Employment Studies, looks to the future leaders of HR

Time to break the glass ceiling for good

The glass ceiling metaphor is perhaps unhelpful in failing to account for the variety of factors that can influence career progression – 'the glass labyrinth' might be more useful