Human Resources

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  1. Visión general del uso de herramientas en coaching e … RH2-138

    This material describes various tools that help accelerate the learning process of the coachee, focusing on the phases of diagnosis and self-knowledge, phase of unlearning to learn and the phase of action.

    Academic Area:
    Organisational Behaviour | Human Resources | Negotiation
  2. El uso de herramientas en coaching ejecutivo RH2-136

    This technical note is a summary of the possible uses of tools in Executive Coaching. The article analyzes the purpose of coaching tools:

    1. Coach's Protective Shield;

    2. Accelerators of the process;

    3: Gears of the process.

    Academic Area:
    Organisational Behaviour | Human Resources
  3. Herramientas de diagnóstico en coaching ejecutivo RH2-137

    This document provides a general vision about the most common diagnostic tools used in Executive Coaching, with a special focus on management appraisal and 360º Feedback.  

    Academic Area:
    Organisational Behaviour | Human Resources
  4. ¿Felicidad en el trabajo? R y la Organización del Si … RH1-139

    From its inception, the story of R is quite surprising. A small organization who decided to become a telecommunications operator for a complete territory, without a technological partner. Back then, neither the sector nor investors saw cable as a possibility, but R took it upon itself and heavily invested in such option, even though the costs were high. After such a decision their growth seemed unstoppable. This strategy was supported by a strategy of people management based on the concept of happiness at work.

    Academic Area:
    Human Resources
  5. La planificación estratégica de recursos humanos y u … RH2-135

    This document sets out to describe the new human resources model for professionals working at leading talent-management organizations. With this in mind, we will talk about a new perspective on people management which underlies this model, and about the Human Resources Strategic Planning that arises from it.

    Academic Area:
    Organisational Behaviour | Human Resources
  6. CAVISA: Formación y desarrollo en un entorno industr … RH1-133

    The motivation and commitment of the intermediate management at CAVISA had some history of halfhearted efforts to be improved, that never quite arrived to solve the problem entirely, complex as it was.

    Given these circumstances, Andres decides to propose a comprehensive training plan and stop these isolated efforts. For this, the case puts the student in the place of this director of development and training to create a plan of action that includes objectives, stakeholders, contents, planning, budget and follow-up.

    Academic Area:
    Human Resources
  7. Ochoa, Mendez & Asociados RH1-130

    Ochoa, Mendez & Asociados accounts for the situation of such law firm regarding its compensation system. Such system had traditionally relied on seniority of the partners. However, with time, this had generated tension between the more senior associates and those who wanted to base the compensation on metrics such as performance. 2005 represents a break point in these tensions, and the partners must now decide whether or not to change the compensation system, and if so, how?

    Academic Area:
    Human Resources
  8. Expatriación: cuando la conciliación familia-trabajo … CO2-101

    As a result of globalization, companies are increasingly operating on an international scale and must therefore be prepared to operate in culturally diverse locations. One of the ways in which companies make their way out of their country is through the expatriation of employees. There are a number of factors that can influence whether the expatriate's adaptation process is more or less successful.

    The expatriation experience is a process that includes several phases: selection, training, adaptation and repatriation. Both the person and the company must know what these phases are and act appropriately in each of them to ensure the success of the expatriation.

    Academic Area:
    Organisational Behaviour | Human Resources
  9. G&S en Evolución RH1-131

    G&S was a british commercial distributor with operations in manyu countries around the world, Spain among them. With an impressive history of success since 1884, in 2001 a companywide crisis particularly affected Spain's operations, and placed its leadership team in a multifaceted challenge. This case study offers the opportunity to think about how the HR department of Spain, leaded by Nicole Newman, would be able to face this challenge from the perspective of customer service. This all happens within a restricted budgetary situation, and with high ROI expectations for any new initatives that tackle the problems. To make things worse, employee morale was at dangerously low levels...

    Academic Area:
    Human Resources
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