Leadership Matters

By Debra Hughes, MBA, Ph.D.

With their inside viewpoint, promoted leaders should have an easier time integrating into new positions than external hires, right? Actually, the facts might surprise you.

By Vanessa Judelman

A senior executive who is struggling at work, David, constantly feels overwhelmed and overworked. He has been in a leadership role in his company for 15 years and used to love coming to work every day. Now, David dreads Monday morning.

By Philip Wilson, CHRP, SHRP.

Earlier this year, Ram Charan, business thinker and author (and 2008 HRPA Annual Conference keynote speaker), provoked controversy in a Harvard Business Review opinion piece by suggesting that the chief human resources officer (CHRO) position should be scuttled.

By Debra Hughes, MBA, Ph.D.

Some senior HR leaders relax and think the job is done once an executive accepts an offer of employment. The fact is, without an onboarding plan, 40 to 60 per cent of new hires fail in their first two years.

By Phil Wilson, SHRP


With last year’s passage of the Registered Human Resources Professionals Act, 2013, HR professionals will continue to focus on enhancing the “professionalism” of what it means to truly become a human resources “professional.”

By Sarah B. Hood

Can altruism coexist with capitalism? A growing body of thought holds that organizations with a strong ethical mandate are not just a nice idea; they tend to be more productive, better at attracting and retaining desirable employees and ultimately more profitable than those without.

Nonetheless, the value of ethical leadership can be a hard sell to senior executives negotiating a tough economy. And even when they do buy in, who defines the ethical code, especially when values clash?