Ask senior executives what they expect from their HR departments these days, and the list is long: Compensation and benefits. Employee engagement surveys. Planning. Learning and development. Organizational design. Total rewards. Branding. Communications. And input on profits and losses. Why such far-reaching requirements? “HR wasn’t sitting at the table before. Now, it is,” summed up…

  How companies bring in new hires influences whether employees stay and ultimately, the costs for recruiting and employee turnover. That explains why cosmetics maker L’Oreal developed a comprehensive “on-boarding” system to help new hires acclimate. Its “Follow-Up and Integration Track (FIT)” program lasts 18 to 24 months and runs from mentoring to ensuring that employees…

 After more than a century focused on sales in the United States, luxury jeweler Tiffany & Co. is shifting its strategy to prioritize consumers in a global marketplace. That means reorganizing the company: developing divisions based on world regions, hiring internationally-minded staff, researching consumer preferences in different countries and many other changes that affect the…

The role of the human resource executive is changing – and at an ever quickening pace. HR leaders are being asked to do more, generally with less resources. They’re focusing more on business strategy and the bottom line. And they’re working more directly with other departments, for example, helping marketers to brand companies as a…

Citigroup Latin America had a vexing problem not uncommon to most companies. While 60 percent of its workforce of 27,000 people were women, only 15 percent of the top managers were female. Its innovative solution was an email. “Are you the proud parent of a future woman leader?,” it asked its employees. The email anecdote…