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DURING AND OVERCOMING THE CRISIS

DURING AND OVERCOMING THE CRISIS. HR MANAGEMENT. CONTEXT. Not all organisations have suffered equally: car manufacturing, construction high-end airlines badly hit Some have treated the crisis as a threat to their survival

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DURING AND OVERCOMING THE CRISIS

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  1. DURING AND OVERCOMING THE CRISIS HR MANAGEMENT

  2. CONTEXT • Not all organisations have suffered equally: car manufacturing, construction high-end airlines badly hit • Some have treated the crisis as a threat to their survival • Some have treated the crisis as an opportunity to prepare for a new future

  3. HR CHALLENGES (1) • How to keep costs under control and restructure for future while retaining employee commitment and performance levels. • How to remain on course for delivering organisational strategy when many projects may have to be re-assessed for cost and capacity implications

  4. HR CHALLENGES (2) • How to grow skills and capacity for future success while managing day-to-day economic reality • How to shed surplus labour and minimise the survivor syndrome

  5. CURRENT STRATEGIES (1) • Performance manage employees more closely • Less tolerance of less effective individuals • Desire to retain a skilled and motivated workforce when economy picks up. • Recruitment and pay freezes common • Outsourcing non-core activities growing to cut direct costs • More use of flexible working contracts

  6. CURRENT STRATEGIES (2) • Soft skills training and team-building hit more than technical skills and leader development. • But now an attempt to give more attention to strategic training to build capability. • More communication/consultation with employees to keep them informed about effects on business and seek advice/ideas

  7. CIPD REPORT – THE FUTURE • The emphasis for the future is likely to be on sustainability and performance in the medium to long term • Innovation and the ability to cope with fast-paced change are seen as the key capabilities for organisations’ survival and growth • The skills needed by leaders of future and how they will acquire these a key issue. Foresight

  8. HR SUPPORT • Develop reward policies that reflect individual contribution to sustainable long-term future • Ensure that succession plans, talent management and leadership development programmes are developing the right skills for the future • Review the accountabilities and behaviours of line mangers to enable them to better cope with future contingencies

  9. CONCLUSION • Great opportunity for HR to rise to the challenge of supporting their organisation • Key time for HR to demonstrate its own ability to operate, not only as a high performance team but also as a key team player across the organisation • HR should role model the behaviours and values that will help the organisation thrive

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