One of the most common mistakes businesses make - particularly in a downturn - is to distribute remuneration evenly across their workforce, according to researcher Erik Berggren.
Traditional exit interviews rarely help employers understand how an employee became disengaged from the company and what role a manager might have played in their decision to leave, says human capital expert, Anthony Sork.
A multifaceted HR strategy, including flexibility, internal promotions, overtime banking and an image makeover, has helped technology giant ThyssenKrupp become one of the planet's most enticing employers for graduate talent, according to its chief personnel officer, Ralph Labonte.
Business leaders are "short-sighted" about the harm employees can cause by going online to complain about their bosses and leak confidential information, according to the authors of a new survey.
Retrenched employees in Australia receive lower severance pay than workers in 20 other countries, but a higher level of transitional assistance, according to a new study.
Employers are ramping up their alumni programs in a bid to maintain good relationships and maximise prospects for re-hiring staff that might lose their jobs during the downturn.
"Smart" employers are looking to mature-age workers to fill contract positions during the economic slowdown, to reap the benefits of their experience in challenging times, according to SageCo director, Alison Monroe.
Making employees redundant should be considered as a cost-saving solution only after all other avenues have been explored, according to HR business advisor at The Clarity Group, Greg Smith.
Two of Australia's big four banks have found that an Indigenous school-based traineeship program is so effective in developing internal talent and expanding the skills of managers that they have committed to radically expanding the scheme.
