Академический Документы
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Культура Документы
July 2012
Slashed Budgets
Decimated Departments
Organizational Restructuring
soft HR practices
Communications Engagement & involvement Training, talent management & staff redeployment Larger pay cuts for higher-paid
Volvo
In 2010-11, a policy on advance travel bookings for sales teams (unless approved by head of department) was introduced to reduce travel chares associated with last moment bookings Ericsson, Ireland
Cost Controlling policies Increase in working week from 37.5 to 40 hours Playing a key role as a strategic partner on line of Ulrich-style business partner model Universal and Transversal Policy approach Global framework for diversity management based on Innovative thinking and best practices at subsidiary Shifting of 300 jobs to China as part of world-wide restructuring programme announced by Ericsson headquarters
Medtronic, Ireland
Committed 4.5% merit based pay hike in 2007 to trade union, which couldn't be met in 2009 In 2010, HRD negotiated for 4.5% merit based pay hike in two tranches of 2010 along with appointment 50 temporary workers on permanent rolls
Ericsson, Ireland Competency-based management Keeping required present & future competencies in mind Performance Managements system that monitors and guides formation of competencies
Retain top talent Identify the real top potentials and to strengthen their development program
Make emotional R&R mandatory - Budget part of the day, part of the week, and part of the month for them to recover from toxic emotions and to restore their sense of what is good and true, better and possible Allow frequent walks in the woods
Medtronic, Ireland CXO and HR head participated in meetings to communicate rationale behind changes Q&A based discussion with the employees
CRISIS AS AN OPPORTUNITY
Crisis as an Opportunity
Evaluating performance with quantiable metrics is a priority Systems are in place, problem is with execution The senior management expects all the support functions to bring innovative ideas and solutions which will lead to stronger organization, when the next growth era comes having the right policies and practices for the new slimmeddown and muchchanged world
Chief People Officer at McDonalds aptly summarizes it: theres going to be a lot of pressure to cut back budgets, but those HR departments (and employers) that maintain the focus on core, longerterm objectives will emerge as successful in the long run
Process is perpetual - you help to bind employees emotionally to the company not only in bad times, but also in good times when there is a lot of competition
References
Roche, William K. Human Resources in the Recession: Managing and Representing People at Work in Ireland 14 July 2012
http://www.ucd.ie/t4cms/Human%20Resources%20in%20the%20Recession%20B ook%20Manuscript.pdf
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