July 1st 2015

Progress – Issue 3: In another life I’d be an election mastermind…

Within this third edition of our e-magazine – Progress – Karen Clark, Senior Consultant as CRF’s sister organisation Strategic Dimensions, provides some practical tips for candidates and clients to achieve an increased likelihood of being selected in a competitive context.

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December 12th 2018

End of Year Review - 2018

In 2018, 1,750 HR professionals attended CRF-led events, with over 300 hours of learning delivered. Over 350 senior HR and business leaders joined us in Lisbon for our 10th International Conference and 500 participants attended CRF Learning programmes. Download our 2018 summary to find out more about our key deliverables from the past 12 months.

  • Tags
  • HR & Organisation Effectiveness
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July 1st 2015

Progress - Issue 3: Business Partner - making it work

Within this third edition of our e-magazine - Progress – John Whelan, HR Director at BAE Systems, identifies what makes an effective HR Business Partner.

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  • HR & Organisation Effectiveness
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July 1st 2015

Progress - Issue 3: The outsight principle - how executives really become authentic leaders

Within this third edition of our e-magazine - Progress – INSEAD’s Professor Herminia Ibarra addresses the topic of authenticity in leadership.

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  • Learning & Development
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July 1st 2015

Progress - Issue 3: British business after the election

Within this third edition of our e-magazine - Progress – Gideon Rachman, Chief Foreign Affairs Commentator at the Financial Times, discusses the outlook for British business after the 2015 UK Election.

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  • Risk & Governance
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July 1st 2015

Progress - Issue 3 (Full Edition)

This third edition of our e-magazine - Progress - takes a look at the current business environment post-election, the make-up of today’s global boards, authenticity in leadership and how to be an effective HR Business Partner.

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  • Learning & Development
  • HR & Organisation Effectiveness
  • Diversity & Inclusivity
  • People Strategy
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October 15th 2015

A question of balance – managing recruitment risk

This report sheds light on the different types of risk involved in organisations’ recruitment practices. It finds that when the biggest risks materialise, the consequences can be as or more ruinous as a major security breach or regulatory violation. The report also examines how some organisations are seeking to minimise recruitment risk.

  • Tags
  • Risk & Governance
  • Talent
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