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HR & Labor Management: Page 266

Companies Flexible About IT See Greater Employee Productivity, Study Finds

Dell and Intel released findings from the final phase of a multi-year research effort that shows IT consumerization is dependent on an open-minded approach by organizations, and most likely to succeed with specific, pre-defined parameters.

A Look at Some Major Forces Impacting Supply Chain Management

A conversation with John Langley Jr., clinical professor of supply chain management at The Pennsylvania State University.

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Practicing Conflict Resolution in Supply-Chain Management

A conversation with Stewart L. Levine, founder of ResolutionWorks.

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The Latest on Trade Compliance and Logistics in Emerging Markets

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Capturing Business in Emerging Economies

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Outsourcing Labor Management

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Automation Trends in Transportation

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Why CSA Regulations Aren't Working as They Should

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Getting the Most Out of Your Chief Supply Chain Officer (Regardless of His or Her Title)

The chief supply chain officer has emerged as a vital partner in the most strategic aspects of managing complex, global companies. In years past, the procurement function (the sourcing of essential products and services on the best possible terms) occupied center stage. But more recently, the relentless focus on driving out costs has taken a backseat to such issues as supply market risk, revenue enhancement and managing complex supplier relationships.

Growing Talent Crisis Seen in Finance, IT, Other Areas

Finance, IT, procurement and other business services areas are in the midst of a growing talent crisis, and the failure of HR and business services leaders to effectively collaborate is in large part to blame, according to new research from The Hackett Group.

Companies Face Talent Management Challenges in Emerging Markets, Survey Finds

Emerging market multinationals are struggling to build effective international management teams as they grapple with cultural differences, conflicting internal perceptions of talent management, difficulties in balancing global and local talent, and a lack of a reliable leadership pipeline.

Failure to Integrate Companies Properly and Timely Sinks Many Mergers

Acquisitions are a vital component of growth for many businesses. Yet a high proportion of deals fail to deliver value. Why? A common reason is that, because of time pressures and complexity, many companies struggle to integrate fully after the deal. Synergy targets that were so enticing in the run-up to the deal melt away under the realities of meshing two often very different organizations in a short time.

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How a Leading U.S. Floral Distribution Company Reduced Warehouse Labor Costs by 45% with RFID

Recycled Tagging Fasteners: Small Changes Make a Big Impact

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Enhancing High-Value Electronics Shipment Security with Tive's Real-Time Tracking

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