Leading a Workforce in Transition
Outsourcing/ASP Buyer’s Guide
SEE PAGE 22
Volume XI, Issue 4  
August/September 2006 US$10.00
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A Publication of the International Association for Human Resource Information Management • www.ihrim.org
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Departments
Up.link
Michael McLaughlin, Deloitte Consulting LLC
Guest Editor

In My Opinion
The Five Deadly Denial Barriers
By Theresa M. Welbourne, Ph.D., eePulse, Inc.

Private Eye
Personal Data within the Workplace
By Anne Clifford, EquaTerra

Function Focus
Career Planning: Good for Employees ~ Good for Employers
By Jeff Cooper, Authoria

Solutions for 10K or Less
Workforce Planning: A Strong, Fair and Progressive Corporate Regulator
By Daniel Rake, Australian Securities and Investments Commission

Inner Circle
Extending the Workforce: Stay Connected to Your Corporate Knowledge
By Susan Magrino, WorkForce OS

Tech Notes
Embracing Boomers: Workplace Design for Maturing Knowledge Workers
By Marcia Davis, Herman Miller, Inc.

Mixed Bag: Aligning & Managing HR Service Delivery
HR Service Delivery to Retirees
By Elizabeth Elkin, Towers Perrin
 
 
  Talking With  
  Stacy Chapman, Aruspex  
     
 
 
  The Back Page  
  The Project Manager is Fired Up  
  By Elliott Witkin, Ultimate Software  
FEATURES
 
Managing an Aging Workforce
By Tamara Erickson, Concours Institute and Robert Morison, Concours Group
In the most fundamental ways, your older employees (especially those whose skill and experience you most need to retain) are no different from their younger selves. They still want the same things that drew them to their jobs in the first place – inherently interesting, meaningful and important work, variety in what they do, a congenial workplace with bright and interesting colleagues, and the continuing opportunity to try new things, to learn and to grow (personally, if not hierarchically).

Managing Your Generational Supply Chain: A Model for Talent Succession Planning
By Bob Kustka, CHR Partners
The talent supply chain framework begins with a consideration of the factors that influence the supply and demand for talent. For those individuals entering the workforce, we not only consider whether we have the right number of people with the skills we need, but also whether employees can grow professionally to bring long-term value to the business. In other words, can we get the right people for the job – those with the right skills – and will we be able to develop them to meet our long-term business plan?

Navigating Workforce Changes Resulting from Mergers and Acquisitions
By Judith E. Glaser, Benchmark Communications, Inc.
We-centric leadership during an M&A can mean the difference between success and failure. Getting your team in place and ensuring they set a “we centric” context precedes everything. You are not alone on this new leadership journey, and each of your key people will make a difference in the organization’s overall success. Talk about what success looks like – define it with others – take it out and look at it from all angles, rather than assuming that everyone knows what it is.

Revisiting Past Views of the Future
By Jim Spoor, SPECTRUM Human Resource Systems Corporation
The biggest unknowns are the unknowns. None of us, as authors of 21 Tomorrows, were (nor are we today) able to anticipate what events, what social or political or economic forces, what natural or human caused disasters, what technological breakthroughs, or what shifts in the global economy will again cause the actual direction of the future to change. But, regardless of these influences, technology is going to continue to facilitate the changes that strategically focused HR professionals will actually be wise enough, courageous enough, and influential enough to implement within their organizations.

Outsourcing/ASP Buyer’s Guide
 
 
 
 
 
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