Transcript 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
• Some have treated the crisis as an opportunity
to prepare for a new future
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
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
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
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
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 fastpaced 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
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
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