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It is way too early for the consequences for the HR profession of the global financial crisis and the related downturn in general business to be known, but some may be predicted. In this month's In Step we try and look forward and suggest some of the future demand areas for HR as we enter the current contraction cycle.
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Any employer or HR professional will tell you that navigating, interpreting and implementing the mishmash of Federal Awards, NAPSAs and state awards is anything but simple. Industrial Awards are often complicated, badly drafted and difficult to apply, creating excess administration, cost and headaches for employers
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All managers, from time to time, will need to deal with an employee who is performing poorly. On some occasions, the manager's goal will be to help the employee understand that they are genuinely not suited to the role. On other occasions, the goal will be to change the employee's behaviour in a positive way
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There is no question that the economy is in a downward spiral. Leaders need to distribute custom-made parachutes across the business and pull the right cords to ensure a smooth landing
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Often under economic stress, executives will stop focusing on people development and culture. The rationales are 'we can't afford to', 'we're too busy', 'our time is better spent focusing on sales'.
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Employment contracts are often an afterthought for employers - hastily drafted after the employee has started work or an outdated document, signed and never looked at again, despite employee promotions or legal changes.
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Being treated unfairly, being prevented from attaining a goal and being put down by co-workers are among the most commonly cited anger producing events at work. How angry we feel when these things happen however, can depend on the aspects of the office environment.
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How do some HR professionals deal with difficult performance matters with such aplomb? It is generally appreciated that HR is a mix of technical knowledge and soft skills, but how do some HR professionals manage to work through difficult matters when others unhinge?
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Human Capital talks to Chris Phillips, vice president of international marketing at Taleo, about how technology can be used to streamline performance management.
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A new baby has arrived - sleepless nights, frustration, upheaval - and that's just the employer!
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For those with some years of experience under their belt it's sometimes easy to forget the particular challenges that face those starting out. Those first roles in HR aren't simply about putting knowledge acquired during uni or training into practice, but rather of setting the groundwork for a challenging and rewarding career path.
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Studies show that between 25% and 40% of first-time managers will under-perform. These managers are often bright and capable individuals who fail to understand that becoming a manager means changing more than just their salary and title.
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Finger pointing, unclear expectations and communications, ineffective teamwork, difficulty retaining quality employees occur, to one degree or another, in every organisation. But when customers, competitors or internal changes apply pressure, they can inflict serious damage on productivity.
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Angela Horkings, the founding director of the Melbourne office of The Next Step finds out who Human Resource Directors turn to for advice and career guidance.
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On 1 January 2010 employers will have one New Year's resolution they can't break - to implement the Federal Government's new National Employment Standards (NES) and the new modern award system to their workplace.
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