If Corporate Communications firms are to survive in the network economy they must offer their clients solutions for communications strategy. They must also create stories and experiences for the clients of their clients, integrated in a creative business strategy. Firms must rise to the challenge of Human Talent and develop entrepreneurs and attract and retain talented employees, or, as summarised by one CEO: "I have only two priorities: One for Human Talent and one for Corporate Communications with Creative Business Ideas."
In this paper the role of human resources during the transition of the Slovenian economy is analysed in the following five sections. After a very short introduction, the second section discusses the supply aspect of the human resources, including the support of statistical data, past and future demographic development, ageing of the population, and decrease in the number of young people entering the labor market. In addition, the main characteristics of the socialist/communist system and its negative influence on the economy and educational institutions is examined. The results of industryâs requirements and socialist pressures to limit adaptation of social science curricula and other in a rapidly developing world, will also be explored. The third section is devoted to the demand for human resources and the consequences of demand for increased numbers of employees without regard for their quality of skills and educational level, and the results of a preference of Slovenian companies to exchange their products mainly with less demanding markets in former Yugoslavia, Eastern Europe and the Middle East. Explored further are the fall of GDP and huge raise in unemployment beginning in 1991 and the structural mismatch of human resources supply and demand as the main obstacle to Sloveniaâs successful response to the rapidly developing markets of the world. Discussed in the forth section are future developments in supply and demand of human resources, mainly the influence of new technology', the growing importance of the service sector, and the new requirements in education and skills for the labor force. In addition, what the consequences of changing the habits and attitudes of young people to avoid skills shortage in the future will be for government, companies, education institutions and individuals will also be discussed.
In this paper I will attempt to describe the organisation of human resources management in European companies, and the impact of the building of Europe in that area, today and in the future. I will speak particularly of multinational companies, but many of the aspects of human resources management which I will mention here can be applied to smaller companies.
In times of great technological change of market evolution, mergers and acquisition, the issue of human resource management would seem to be a very low profile activity. Traditionally in-fact, human resource management has never been considered a strategic issue, but something to be dealt with only when necessary and possibly delegated to managers of lower levels. Of course, executives and CEO are too busy with market shares globalization, the achievement of financial objectives, return on investments. Why then bother such high and concrete thinking with trivial matters such as motivation and "strokes", education and training?
A company in the financial area had developed a special conception of a sales organisation. One main target of this research was to find the correct way of addressing (advertising, head hunting or other methods) for possible candidates for such a sales organisation.
Bank marketing activity, certainly in the UK, has accelerated in the last decade from a trickle to a flood. The competitive pressures among the banks and from other organisations, notably building societies, have led to a profusion of new products and services not seen before in this sector. No responsible bank marketing executive would argue that staff are crucial to the banks' marketing thrust in two major respects: 1) they are in continuous contact with the markets and therefore have a profound understanding of the needs, priorities and mood of those markets, and; 2) they have the responsibility of implementing the marketing strategies devised by the banks. Bank staff are the front-line marketing troops.The paper argues that this situation represents a gross neglect of a crucial resource. Research among bank staff can help to optimise a marketing effort, and has a clearly offensive role in this respect.
The results of this study offer small comfort to companies who rely upon campus interviewers as a primary recruiting medium. By and large, they are not reaching the students in a meaningful way. There is a signal lack of communication between companies and students, when the campus interviewer is the medium of communication. The study also pinpoints the weak links in this chain of communications and makes it possible to repair them. By using the techniques of product market research, it is possible to learn what the consumer wants; to tailor the product to his needs; and to communicate more effectively with the consumer.
Although systematic personnel selection procedures have been shown to improve efficiency in many organisations which have introduced them, market research firms and departments have been slow to make use of these management techniques. This may be partly due to the present structure of the market research industry - few large firms and many small to medium ones. But the benefits of efficient personnel selection are not confined to the larger firms: personnel are the life-blood of market research, and any means of improving our efficiency in this area is worth considering by any size of firm. For over three years the British Market Research Bureau Ltd. has been developing and operating a personnel selection system based on a scientific appraisal of its present and future needs, incorporating such modern occupational psychological methods as, for example, aptitude testing, leaderless group techniques, formal and informal interviewing and "self-selection" procedures. These are regarded not as definitive measuring devices, but as aids to management in personnel selection decisions. In this paper a description is given of the background thinking and research which has led to the present system: a description of the system and its component parts, and first indications of its validity and discriminatory power. It is not suggested that a unique or universal solution is provided: the system is under constant appraisal and review. It is hope'd, however, that BMRB's experience will help other firms towards a solution of their personnel problems.