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.
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.
HR credibility is at "rock bottom", and it's up to HR managers to stand up and fight for recognition and funding, and to prove to executives that human resources is more than "hiring, firing and keeping us safe", according to Upper Edge Learning's head of strategic design, Milo-Arne Peady.
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.
Budgets might be tight, but managers looking to retain their top talent and maintain morale should continue to reward deserving workers, according to Kelly Services MD James Bowmer, and they can do it on the cheap.
Succession management in Australia is an "evolving field" but has a long way to go to reach best practice, according to PageUp People's Sylvia Vorhauser.
"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.
Conducting exit interviews online and anonymously reaps the best information about an employer's retention issues, says organisational psychologist Matthew Neale.
A reward and recognition overhaul has cut employee turnover in half at a global technology giant - "virtually overnight" - its HR vice president told delegates at a Sydney seminar this week.
