- 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
- Maximising our rewards and incentives budget
We have a limited budget around rewards and incentives, and want to maximize this as much as we can in order to improve employee engagement. How much do we really need to spend per employee to get maximum engagement?
- 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
- Perfecting payroll
Payroll is complex and companies need a variety of solutions. Sarah O’Carroll looks at how three different companies chose the systems that would meet their needs.
- Trimming the ranks in banking and finance
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