HR Strategy

  • Executive games by

    The fear of losing face in boardroom meeting can often lead executives to stay quiet on issues when they speak up. This can mean important issues are not being dealt with. Paul Donovan explores the telltale signs of executives avoiding issues and what HR can do to stop it.

  • The Faces of Redundancy by

    Four executives speak about their different experiences of being made redundant. Sarah O’Carroll reports

  • Resilience from within by

    Companies that are strong on the inside are showing resilience in the economic storm. Richard Barrett outlines how companies can build resilience through a value-based approach

  • Defining people priorities in a downturn by

    Despite the seriousness of the economic downturn in the US, talent management challenges still abound for companies, writes Allan Schweyer

  • Redundancy equations don’t add up by

    The lead news story for this issue, Redundancies on the cheap cost dearly, looks at the fallout of redundancies. They are a necessary fact of life for many organisations which are struggling in current economic conditions, and are the quickest way to cut costs out of a business

  • How to be part of the executive decision-making team by

    Executive decisions are often made without the input of HR. Paul Donovan examines this process and reveals how HR can ensure it is part of the executive decision-making team

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