- Talent management in a recession
Organisations need to retain and develop their talent to meet the competitive demands once the recession has ended, writes Allan Schweyer
- Crisis schmisis
Let’s put the financial crisis, economic downturns, and recessions aside for now and talk about something trivial for a spot of light relief.
- A hard line in ’09
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
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?
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
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