2011 Applicant Tracking Systems Diversity Magazine 
Strategic HCM
JULY 30, 2013
23 HR Most Influential UK Thinker 2011. Well, its not a result of my recent blogging - or lack of it - but I am pleased to have been included in HR Magazines long list of Most Influentials again this year. HR Magazine want to know who from this lists you regard as influential and why. ► 2011. Buy my book at Amazon.
Strategic HCM
OCTOBER 6, 2012
23 HR Most Influential UK Thinker 2011. I thought it might be worth a quick check for HR and have had a look through HR Magazine’s list of Most Influentials (2011 as the 2012 pics aren’t up yet). ► 2011. HR Challenges 2011 – Survey Results. HCI Top Talent Blog 2011. ► July. (8).
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Strategic HCM
JUNE 25, 2012
23 HR Most Influential UK Thinker 2011. One of my readings today has been an article in HR Magazine: ‘Internal Recruitment: Right or Wrong?’ The first thing to note is that this is obviously a rather theoretical question – in practice you need to do both - the HR Magazine article calls this a balanced approach.
Strategic HCM
MAY 3, 2012
23 HR Most Influential UK Thinker 2011. It’s a point I’ve been meaning to make in response to one of the most interesting articles I’ve read this week – which has been a piece by HR Magazine on HR’s evolution. ► 2011. HR Challenges 2011 – Survey Results. HCI Top Talent Blog 2011.
Strategic HCM
MAY 21, 2013
23 HR Most Influential UK Thinker 2011. But does it deserve to be on every conference, every magazine issue, ever blog? ► 2011. HR Challenges 2011 – Survey Results. HCI Top Talent Blog 2011. Buy my book at Amazon. Buy my book at Amazon UK. Personal Recognition. #23 Ingham is still early in his career.
Strategic HCM
APRIL 26, 2012
23 HR Most Influential UK Thinker 2011. You’ll also find interesting (I think) conversations on a people vs business perspective on this blog , and in the comments to this article at HR Magazine. ► 2011. HR Challenges 2011 – Survey Results. HCI Top Talent Blog 2011. Buy my book at Amazon.
Strategic HCM
APRIL 3, 2012
23 HR Most Influential UK Thinker 2011. The main issue is that because we tend to think that talent is not abundant and diverse (which Kourdi things it is), we enter into a doom loop in which we antagonise everyone else: This is a particular problem because more than ever, talent operates systematically and through relationships.
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