As HR pracitioners, we play an integral role in championing the business case for work/life balance and fostering cultures that live the values. However, do we practise what we preach as a profession? This paper summarizes the results from a study conducted on the wellness practices of HR practioners. Please contact Carolin or go to www.HRThoughtLeader.com for the complete results and analysis.
It is my pleasure to share with you a sample of my published work. Please contact me if you'd like to discuss the writings in more detail, or if you'd like me to custom design a training program around any of these topics.
This paper focused on the value and implications of team reflection on process and explores how organizational leaders can work work their teams to hone skills in this domain.
The purpose of this paper is to present results from a study exploring experiences of Generation-Y Human Resources practitioners as they transition from academia to the workplace. Research findings are from on-line surveys, and individual and focus group interviews with 221 college graduates, 170 supervisors of these workforce entrants, and 42 educators. Emergent from data analysis is a prevailing disconnect between new recruit expectations and organizational realities.
As organizations prepare for the arrival of GenY as the next generation of strategic business partners in our 21st century workplaces, questions ignite about GenY’s values and aspirations, and how we can engage them in our workplaces. At the forefront of organizational initiatives is mentorship which has resurged as a leading employee development tool.
One of the most persistent challenges faced by training practitioners is how to enhance transfer of learning from performance improvement programs into workplace practice. We receive accolades for crafting provocative training events, yet hit the wall when we discover that few of our trainees integrate new knowledge into practice. In fact, they
This article introduces a model, designed by Carolin Rekar Munro, to help organizations develop and sustain high performance teams. It is based on recent research, which demonstrates qualitatively and quantitatively that helping a team to reflect on its process through an action research approach – particularly in the light of personality style differences, measurably increases both its productivity and member satisfaction.