- Recessions and talent management
Business performance is dependent on talent in all economies, and retention of top performers is especially important during times of economic challenge, write Alice Snell and Allan Schweyer
- The importance of give and take
As competition for good people grows more intense, talented candidates have much more choice when it comes to selecting a potential employer. Candidates take many things into account when weighing up job offers, and some of the more important, long-term factors are not immediately apparent at the interview stage
- Surviving company politics
Jeff Pfeffer, a professor of organisational behaviour at Stanford University, said: “Rather than striving for a company without politics, which isn’t going to happen, I advise managers to learn how to manage power better.”
- Rethinking talent management in an economic downturn
Given the centrality of talent to organisational success, it is difficult to imagine a more pressing business imperative. Yet, short-termism deflects management attention from longer-term issues such as talent sourcing and development, writes Dianne Jacobs
- Will US economic woes impact the market for offshore talent?
The current US unemployment rate is 5 per cent, which is a decade high. Subprime housing, credit, oil and dollar crises are all signs of a potentially severe economic recession in the US. The US economy may suffer further as the effects of the slumping housing market ripple through the economy, eroding job creation and consumer spending.
- Jumping on the business bandwagon
The lead feature for this issue, ‘Speaking the language of line managers’, examines the trend in which line managers are slowly but surely taking over the HR frontline. This is not necessarily a bad thing for HR, but simply the way business is evolving. This trend presents also HR with a number of opportunities