The British are traditionally more shy about pay than they are about sex. Jim Larkin, chief executive of Romac Industries, Seattle, has no time for such timidity. The pay of his 300 hourly paid workers is openly displayed: if they want a raise, their names, current pay, new demand and photo are posted on a bulletin board for all to see. Fellow workers then vote secretly, using a 0%-100% scale, on how much of the raise should be paid - the employees can ask for a foreman's recommendations, but are free to ignore these. Is the process fair? Though Larkin admits that an employee's popularity may sometimes weigh too much, he claims that management agrees with the votes in most cases. It also means managers avoid much hassle and more than a little odium. Which leaves just one interesting question. Who fixes management's rewards - and how?
Joining a business after rapid growth, Russ Shaw found himself tasked with doing some trimming.
Danger isn't the enemy of innovation, says Nils Leonard, founder of creative studio Uncommon. But embarrassment is.
Everyone agrees that D&I is good for business (and the bottom line). So why is it going so horribly wrong, asks Christine Armstrong, author of The Mother of All Jobs.
These days, we all need to be designers if we're to keep up with technology.
The bank's former European HR head explains that you can't expect to create an identikit culture across continents.
Management thinker Isaac Getz on the business importance of reducing your over-inflated sense of self worth.