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Jon Younger

  • Accelerating Strategic Change Through Action Learning

    The global logistics industry is growing and changing. Not long ago, logistics was seen as a means of reducing shipping costs and not much else. Times have changed and as supply chain management has grown to a trillion dollar business, companies are turning to logistics firms for help in a variety of innovative ways, from initiatives aimed at reducing the firm’s carbon footprint to the use of ‘‘big data’’ to…
  • Accelerating Strategic Change Through Action Learning - Strategic HR Review

    The global logistics industry is growing and changing. Not long ago, logistics was seen as a means of reducing shipping costs and not much else. Times have changed and as supply chain management has grown to a trillion dollar business, companies are turning to logistics firms for help in a variety of innovative ways, from initiatives aimed at reducing the firm’s carbon footprint to the use of ‘‘big data’’ to…
  • Agile Talent: How to Source and Manage Outside Experts

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    Agile Talent delivers the new road map for managing external, expert talent— showing how to assess, choose, attract, develop, and support these new kinds of talent. Supported by survey data and packed with tools and templates for applying these ideas, this book is the ultimate guide for winning the next war for talent.
  • Building Culture from the Outside-in

    Traditional views of organizational culture have one thing in common; they define culture from the inside-out: who we are, what we do, and how we do it. In this article, the authors suggest that a more robust and practical approach to leveraging culture is to identify and shape culture from the outside-in.
  • Building the 21st Century HR Organization: Part 1 - Are Your HR and Business Structures Aligned?

    Are Your HR and Business Structures Aligned? For HR to be a success it must start with a clear strategy that delivers value and a structure that reflects the organization of the company. To align HR with its business organizations, HR leaders must first understand the model of business they serve and implications for HR design. In a recently published article we looked at companies along a grid of centralization…
  • Building the 21st Century HR Organization: Part 2 - The Five Roles of HR

    The HR organization is positioned to create value and deliver capabilities when it reflects the structure of the business. This leads to questions about how to specifically organize an HR department to fulfill these needs.
  • Change Insights and HR Implications

    Ten succinct insights on change that shape how HR professionals become change champions. Article originally written for publication in India NHRDN
  • Change Insights and HR Implications

    The pace of change is rising exponentially. Change occurs in every part of our personal and professional lives. Fueled by technology, we see increased globalization, customization, political and regulatory reform, economic swings, information flow, customer/employee expectations, aspiring leaders, and organizational transformation. Individuals face an ever-shorter half-life of knowledge as change emanates from new knowledge made more accessible through the Internet.
  • Competencies for HR Professionals Working Outside-In

    Business contextual changes have required a new set of competencies for HR professionals. In this newly completed round of HR Competency study research, we have identified six domains of competencies that HR professionals must demonstrate to be personally effective and to impact business performance. These competencies are driven by three themes facing businesses today: 1. Outside-in: which means that HR must turn outside business trends and stakeholder expectations into internal…
  • Developing the Skills of HR Business Partnership: Consulting and Change Management

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    The aim of this paper is to explore the importance and development of HR consulting and change management skills. It describes the results of a study of HR consulting and change management skills, and the practical application of consulting and change management skills through professional education combined with action learning in a major global corporation. *This paper was originally published by Emerald Group Publishing.
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