HR Strategy

  • A hard line in ’09 by

    Cutting costs and focusing on leadership are some of the survival tactics advised for companies entering a year when nobody is sure what will happen. Sarah O’Carroll reports

  • Rebuilding after redundancies by

    As the economic downturn worsens, HR is faced with managing redundancies. In the last part of a three-part feature, Craig Donaldson looks at organisational rebuilding and how to boost employee morale and engagement in the wake of job losses

  • Has engagement run its course? by

    There’s no doubt ‘Engagement Has Run Its Course’ (issue 166, 25 November, p1) is a catchy headline for your magazine and Professor Roger Collins’ breakfast presentation. I applaud the challenge it poses practitioners. Based on research by Voice Project at Macquarie University, however, I’d be willing to wage a large sum of money that managers will still be closely measuring engagement for many years to come

  • Opportunity in the downturn by

    In this issue, we look at how the economic downturn has affected the banking and finance sector and the process of cutting staff costs for firms operating in this sector

  • Trimming the ranks in banking and finance by

    The banking and finance sector is the hardest hit by the current global economic downturn. In this second part of a three-part series, Craig Donaldson speaks with experts who answer questions from HR professionals in banking and finance about the process of handling redundancies and outplacement with sensitivity and professionalism

  • Identifying business value in workforce planning by

    Upheaval in the global economy has affected businesses all over the world – in all industries. Yours may well be one of them – and you may be wondering if there is something you might have done to be better prepared. Even the very best laid plans may not have averted the workforce turmoil many organisations are facing – but there are companies that are better prepared through strategic workforce planning

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