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New survey by Human Resource Executive® finds HR leaders' stress levels have risen dramatically since the recession began. CHROs chime in on the reasons why.

It's vital for transitioning executives to hit the ground running in their new positions, and companies are learning that recognizing their talents early and maintaining communication after the move will help ensure those moves work out.

It is becoming painfully obvious that holes in BP's workplace policies, culture and ethics are the real culprits in our nation's largest environmental disaster on record. Ethics and accountability must be an obligation for all employees, not just those at the executive ranks.

Despite some critical scrutiny, the concept of allowing employees to work wherever they want, whenever they want is still alive and well in a handful of companies.

With a growing number of states decriminalizing medical marijuana, employers find themselves faced with a legal dilemma.

To return to long-term performance and good health, companies will need to embrace both formal and informal structures that are present in every organization. Anxieties must be counter-balanced with more positive emotions, and it is up to HR leaders to support and guide managers to engage employees in the turnaround.

Internships are playing an increasingly important role in the careers of HR professionals, as many human resource organizations have come to view internships as a means of filling the HR pipeline. No longer merely a public-relations ploy or a means of providing executives' kids something to do over the summer, internships have taken on new meaning, particularly for the HR function.

HRE announces an impressive slate of winners in its 2010 HR's Rising Stars competition. This year's HR's Rising Stars already exhibit the kind of strategic leadership, forward thinking and analytical capabilities that many CHROs possess -- and suggest the pool of top HR talent is still being fed, nurtured and recognized for their accomplishments.

HR leaders too often rely on group research that falsely assumes people share common qualities that are governed by certain discoverable principles. But to ensure employees are well suited to their jobs, fully engaged and highly productive, HR leaders need to instead focus on workers as individuals. Here are some thoughts -- and some suggested assessment questions -- that will help HR to do a better job of making sure there is good fit between employees and their work.

Of all the perceived threats to doing business under the current administration, pay issues take top billing among lawyers on HRE's exclusive list of the nation's top employment attorneys for 2010.

The Obama administration injects new power into the occupational-safety agency as employers find themselves on the defensive. Critics say the new director is a "junk science" advocate.

Traditional solutions, such as retention bonuses, equity plans and economic solutions may not be enough to help organizations retain key talent that has been tethered during the economic downturn. While economic tools may help, high-performing companies should concentrate more on assessment, communication and development plans for key talent, high performers and high potentials.

Determined to withstand some of the recessionary hardships its competitors could not, Ford -- helped significantly by its HR leader and team -- transforms itself into a stronger, more unified organization. So far, the turnaround seems to be working.

A new study from the Wharton School and PricewaterhouseCoopers counters some popular thinking on where top HR leaders at the nation's largest companies are coming from and where they may be headed.

There are quite a few mistakes that HR executives need to avoid when developing and rolling out a performance-management system. And, like with most mistakes, the intentions are often good but the impact can produce very harmful consequences.