If there's one thing metrics-conscious HR managers should be measuring throughout the economic downturn it is employee engagement, according to Right Management's Rosemarie Dentesano.
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.
The success of a merger or acquisition hinges on HR's capacity to seamlessly integrate cultures and "lock" acquired talent "into the deal", according to Mercer's Australian and New Zealand M&A leader, Michael Hill.
Nearly two-thirds of Australian employers are forecasting redundancies and plan to cut, on average, 5.5 per cent of their workforce, according to new research.
During tough times there is increased pressure on every business function to demonstrate a positive impact on business performance, but HR professionals have generally failed miserably in demonstrating the revenue impact of talent, according to international talent expert, Dr John Sullivan.
Effective talent management involves thinking more than two years ahead, aligning talent strategies with the organisation's long-term goals, and holding executives to account, according to a new study from Hewitt and the Human Capital Institute.
"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.
Employers appear to be taking a passive, "wait-and-see" approach to staffing, with hiring intentions at their lowest levels for eight years, according to the CEO of Hudson Australia/New Zealand, Mark Steyn.
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.
