How I made a difference

James, Heather
June 2009
Personnel Today;6/23/2009, p21
Trade Publication
The author describes how she was able to manage staff numbers in her organisation in the present economic downturn. She says that the main aim during the downturn is to retain people and minimize the risk to jobs. Vantis Corp. has got a counter cyclical business and its business recovery and insolvency side has boomed. The author implemented a new recruitment approval process for having a strong sign-off on any new recruitment.


Related Articles

  • Catch 'em and keep' em. Addy, Rodd // Food Manufacture;Aug2009, Vol. 84 Issue 8, p58 

    The article provides information on the relevance of retaining the best-performing employees to the companies that are suffering from the impact of the global financial crisis. The author discusses the importance of providing the right incentives in order to motivate and encourage a certain...

  • Research highlights disengaged workforce. E. F. // Workforce Management;11/16/2009, Vol. 88 Issue 12, p22 

    The article focuses on a survey conducted by the journal regarding drop in overall employees engagement in the U.S., during the global recession 2009. It was found in the survey that engagement had decreased a little or a lot at their organization since the recession began. Twenty seven percent...

  • Sharing the challenges of a changing workplace. Evans, Jill // Employee Benefits;Mar2010 Supplement, p24 

    The article focuses on the impact of changing trends in technology and workforce profile post-recession on employee share plans. It states that companies are facing challenges in retaining skilled employees, and employee share plans will play an important role in building their employee base. It...

  • the winter of our discontent? White, Alan // Human Resources Magazine;Oct/Nov2009, Vol. 14 Issue 4, p24 

    The author discusses the issue of wage increase during the 2009 economic crisis. Although it is understood that companies are not obliged to increase salaries, some who plan to do so have limited budgets, while some are required by contracts. The managers who are able to increase the pay of...

  • La gestión del talento y de la compensación en épocas de crisis. TORRES, Enrique; PÉREZ, Berta // Capital Humano;Feb2011, Vol. 24 Issue 251, p96 

    No abstract available.

  • Harness the Power of Your People.  // Stitches Magazine;May2009, Vol. 23 Issue 4, p41 

    The article presents the strategies that will help the embroidery industry retain employees and sales representatives in times of recession in the U.S. It reveals that companies should recognize the significant role played by their employees in achieving success. It states that offering flexible...

  • Human Resource's Strategy for the Future. Brazeel, Stanna // Electric Light & Power;May/Jun2009, Vol. 87 Issue 3, Special section p2 

    The article presents the author's views related to human resource (HR) professionals taking steps to develop a long term workforce strategy for their organizations in the wake of the current global financial crisis. She states that cost cutting, retaining employees, recruiting, and strengthening...

  • Talent Management and Recessions. Britt, Margaret // Leadership & Organizational Management Journal;2009, Vol. 2009 Issue 4, p93 

    The article discusses the significance and association of talent management to recessions. It notes that talented employee selection, training and retention are critical for any organization's survival and leadership. It points out that high performing employees in the government lead to better...

  • Financial crisis influenced bankruptcy law, report says.  // Journal of Business (10756124);6/2/2011, Vol. 26 Issue 12, pB14 

    The article reports on the impact of the global financial crisis on the restructuring practices and regulations in the U.S.


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics