The People Bulletin

In this extract from 'Career Coach', Corinne Mills looks at the art of self promotion.

As 'strengths-based' or 'strengths-focused interviewing' rapidly gains popularity James Brook examines whether this is a promising alternative to dated competency-based approaches.

Stephen Hoare and Andrew Leigh explain what make or break decisions are needed to become a talent-driven, successful well-run organisation.

John Pope looks at exit interviews and discusses how, when properly used, these can provide an invaluble insight in to employee retention.

John Elkington, David Grayson and Charmian Love reflect on how businesses need to accept demographic inevitability and create intergenerational work teams.  

Lindsey Symes talks about the psychological contract and why it is so important during periods of transition.

Carla Cavanagh provides some observations on how the companies in the annual 100 best companies list do something that bit differemt and special to engage their employees.

Thorkill Sonne calls for a more creative approach in filling the talent gap for specialist workers.

Following the recent Davies report, Michelle Gray thinks that the argument for more women on boards is about quality rather than just equality.

Simon Dieppe shares the results of some recent research on graduate skills gaps when looking for that first job.

Emma Johnson believes that e-recruitment technology can make a big difference in recruiting and retaining key volunteers.

Money talks to fewer than one in five workers, with most rating workplace culture as the main motivator according to Ian Gooden’s new retention research.

Can you screen out office thieves at interview?  Helen Gordon explores how to identify integrity (or lack of it) during the recruitment process.

… and we can do something about it, according to Richard Cross.

Whilst the outlook is still bleak for job-seekers and recruitment figures still remain low, Mike Stevenson believes organisations should look at existing staff development before recruiting again.

Richard Nott takes a look at the future of recruitment and the various factors shaping the development of the industry.

The internet has transformed the employer/recruitment agency relationship by creating transparent recruitment marketplaces. But how can employers make it work to their best advantage? Virginia Raemy explains.

Employing foreign workers can be fraught with problems for unsuspecting employers if they do not obtain the correct permissions. Laurence Dunn provides some practical tips.

Sarah Lewis explains why employers would retain more of their staff if they gave more encouraging feedback on strengths and talents and helped them find more meaning in their work.

Claire McCartney summarises the key points of a recent resourcing and talent planning survey and offers some practical tips on resourcing in challenging times.

Ronald McQuaid shares some recent research on how social networks help and hinder jobseekers in different socio-economic groups.

The internet has transformed the employer/candidate recruitment relationship.  But how can employers make it work to their best advantage? Richard Nott explains.

Madeleine McGrath suggests how leaders can shift their focus to get a better return on their talent investment in challenged times.

Terry Barber demonstrates how inspiration, stimulation and motivation make all the difference when it comes to recruiting, retaining and developing an organisation’s workforce.

If you don’t have a policy of conducting exit interviews, you are missing out on valuable insights into your organisation. Nicola Deas explains how they can shape talent management strategies

Being grateful to just have a job is not going to be enough to engage employees as business confidence improves; they will become more mobile and engagement is key, says Richard Nott

Christoffer Ellehuus details the case for building and delivering a competitive employment value proposition to employees, and its accompanying positive impact on commanding worker loyalty

Kendrick Struthers Watson looks at the Best Company phenomenon and samples an employee engagement ‘experience’

Employers and employees are being forced to revisit some fundamental assumptions about their implicit and explicit 'compact' with one another as a recession battered workforce makes its feelings known in a recent employee attitudes survey. Nick Tatchell reports

The good news is that employers are hiring again, but even unsuccessful candidates can bring litigation if they feel they have been unfairly treated.  Joanne Waller’s revision guide to job descriptions and job specifications are a must for all recruiters

‘Green employers’ attract higher calibre candidates.  Fact or urban myth? Richard Boothman ruminates on whether there is any evidence for this and comes up with some practicalities for improving your credentials as an

HR professionals know better than most the value of recruiting online. But how can you ensure you’re getting the most from your digital campaigns? Mark Rhodes provides some useful tips

When it comes to senior appointments, executive search firms can purport to offer a solution. But a firm that is either well known or reassuringly expensive does not always guarantee success. David Fielding provides some guidance to successful headhunting

Why do people want to work for an organisation? Michael Wellin demystifies the psychological contract and demonstrates how it can help you achieve your HR strategy.

Kristina Ingate explores a recent report on elitism in the professions, and sheds some light on how HR professionals can go about sourcing gifted individuals from the wider spectrum of society.

A competency-based approach to driving up performance has had mixed responses, but if used correctly, the framework can have significant benefits. Jo Potter and Nick Cotter develop some of the themes raised in an earlier People Bulletin article on this controversial tool

Kristina Ingate reflects on what makes healthy people and healthy organisations, in tough times

In the harsh playground of recruitment and retention, secure your position as ‘King of Recruitment’ by using a competency framework. Bob Jack explains how

Henry Stewart shares his perspective on great workplaces, staff surveys, retention and more besides…

Some complex one-off projects can be handled more effectively by interim managers than incumbent staff. Jason Atkinson explains why

Continuing our theme of best practice in recruitment, Neil Gill offers a ready reckoner on ensuring you conduct a fair, effective and litigation-proof process

How robust are your recruitment processes? Litigation from a disgruntled applicant can be an unwelcome surprise and you want to attract the best talent - even in a downturn. Ed Millie recommends dusting down your procedures and giving