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Migraines exact a heavy toll on U.S. employers in health-care costs and lost productivity.

A five-year-long study involving more than 3,200 corporate leaders shows major similarities between the generations. What's different -- and what HR leaders need to understand -- is how those similarities are exhibited in the behaviors of the various generations.

Humana's Bonnie Hathcock, the 2007 HR Executive of the Year, has a straightforward philosophy: "HR takes a back seat to no one."

These days, employee surveillance is omnipresent -- and potentially abusive. HR has an important role to play in deciding where to draw the line.

Innovation and creativity are needed if companies want to combat the M.B.A. talent shortage. Recruiters need to broaden their target market, develop long-term pipelines and become more tech-savvy.

Electronic onboarding can cut costs and the time needed for new employees to master their jobs. But its real value may be even more strategic.

In today's dispersed global companies, finding a mentor or even an answer to a work-related question can be difficult. Social-networking tools are designed to change all that.

Employee use of wireless-handheld communication devices, such as cell phones and PDAs, can pose problems for a company -- in terms of safety, security, wage-and-hour issues and the potential for other types of liability.

Some companies are starting to tout their green initiatives during the recruitment process to lure top talent and gain an edge over competitors.

Companies are employing new strategies and combining efforts with vendors in new ways to better manage mental-illness risk control.

Many of the problems companies have with their HR technology systems relate to how they were implemented. The key to getting the most from your system is to marry process with technology and apply best practices.

In the spirit of "to know them is to avoid them," HRE invites you to meet some of the most highly regarded and successful employment-law plaintiffs' attorneys.

As a growing number of employees band together in "work-spouse" relationships, employers question whether they are beneficial or detrimental to business.

People, not technology, are the power behind disaster recovery. Even if you have a disaster recovery plan -- and most companies still do not -- all too often the people component comes somewhere after planning for the disaster recovery hot site and back-up data storage, if the people component is considered at all.

The HR leader at Swift & Co. offers his account of the raids by U.S. immigration authorities on his company -- an event many see as proof that reform is needed.