Even thin cats need calories: Making the recession work
A recession can help businesses identify high-performing staff while cutting costs by eliminating underperformers. By plotting employees on a skill-versus-willingness matrix, managers can make strategic decisions about who contributes most to the organization’s success and focus resources on developing talent that delivers returns.
Keeping your survivors engaged
Up to 10% of employees who survive redundancy programs leave their companies afterward, often taking key talent with them. HR can boost retention by aligning individual employee goals with broader business objectives, helping survivors feel valued and reconnected to organizational success.
Default retirement age review to take place in 2010
The UK government has brought forward its review of the default retirement age from 2011 to 2010, citing changing demographics and economic circumstances. Age campaigners support the move, arguing the current system allowing enforced retirement at 65 is outdated, though some business consultants question whether the review is necessary.
BERR and DIUS merger: Implications for employers
The government merged BERR and DIUS into the new Department for Business, Innovation and Skills to improve global competitiveness and provide better employment opportunities. However, employers remain skeptical about the merger’s benefits during a recession, citing confusion in the skills system and unnecessary costs.
Rewarding the recession-weary
During economic downturns, companies are shifting reward strategies to boost employee engagement despite tight budgets. A global study found over half of organizations plan to increase focus on engagement rewards, with 64% prioritizing motivational value alongside intangible benefits like career development and recognition.
Beyond the crossroads: How to avoid a recession culture
Companies must carefully consider long-term consequences when cutting costs during recessions, as poor treatment of employees during downturns leads to talent departures during recovery. Short-term cost-cutting measures that ignore ethics and employee wellbeing create a “recession culture” that damages organizational effectiveness and employee trust.
Recruitment: Overcoming budget cuts
During economic downturns, organizations must streamline recruitment processes to reduce costs while maintaining hiring quality. By reviewing selection procedures, ensuring fair and defensible practices, and using efficient online tools, businesses can identify top talent while minimizing expenses and legal risks.
Recruitment in a downturn: Planning for the future
During economic downturns, organizations should proactively review recruitment channels and build new relationships to attract top talent when the economy recovers. Strategic planning now positions companies ahead of competitors for future hiring success.
Using temporary workers in a recession
During recessions, companies increasingly hire temporary and freelance workers for flexibility and cost savings, avoiding long-term employment commitments like pensions and benefits. However, these workers may struggle to build lasting team relationships essential for organizational cohesion.
Success in a recession: What not to do
Discover the hidden obstacles undermining your success during difficult times. Blaire Palmer identifies key behaviors—like lack of generosity and poor relationship management—that can sabotage even well-executed strategies, and explains how to cultivate attitudes that support long-term achievement.
Unemployment figures hit a 12-year high
UK unemployment has reached 2.261 million, hitting its highest level since 1997, with the unemployment rate climbing to 7.2 percent. The employment rate fell to 73.3 percent, reflecting the worst quarterly job losses seen in the post-war era amid continued economic recession.
Retaining the talent in a recession
During recessions, employers must retain high performers through strategic talent management rather than high salaries alone. John Pope explains how to identify, motivate, and keep talented employees by providing clear leadership, recognition, growth opportunities, and demonstrating how the organization will succeed in changed economic conditions.
HR agenda critical to UK economic success
HR professionals play a critical role in UK economic recovery, according to speakers at the Acas and CIPD ‘Resilience Through Recession’ conference. Effective people management and employee motivation are essential for businesses to compete globally during economic downturns.
Brown creates new Department for Business, Innovation and Skills
The UK government has merged the Department for Innovation, Universities and Skills with the Department for Business, Enterprise and Regulatory Reform to create a new Department for Business, Innovation and Skills, led by Lord Mandelson. The move consolidates business and education policy but has drawn concern from education unions about prioritizing commerce over academic expertise.
Opinion: The recruitment industry must change
The UK recruitment industry, worth £25bn annually, is viewed by many companies as a necessary evil rather than a strategic partner. Neil Wilson argues that recruiters must shift from short-term transactional focus to long-term client relationships backed by expertise and professional service standards to rebuild trust and change industry perception.
Seven ways to recession-proof your HR department
Discover seven essential strategies to strengthen your HR department’s business impact and resilience during economic downturns. Learn how to measure HR’s return on investment, justify budgets to leadership, and maintain critical functions like training and performance management when finances tighten.
The impact of the recession on recruitment
During the recession, UK recruitment has declined significantly, with employers making more redundancies than hires and many implementing recruitment freezes. According to CIPD/KPMG data, all economic sectors face negative employment intentions for the first time since 2004, while organizations struggle to identify quality candidates from larger pools of redundant workers.
Preparing your organisation for the upturn
After redundancies, organisations must prepare for recovery by clearly defining job roles, rebuilding employee trust through open communication, and retaining top performers. Research shows many employees lack clarity on how their work supports business success.
Jaded jobseeker pledges to work 365 jobs in 365 days
A 30-year-old unemployed father from Lancashire is working 365 different jobs in 365 days to discover his ideal career. Jamie Dodd’s Project-365 challenge involves working one new job daily across the UK for an entire year without holidays or sick leave, supported by recruitment resource Monster.co.uk.
Success in a recession: Elbow grease and hard slog
During recessions, organizations succeed by maintaining employee commitment while demanding harder work. Hard work and skill development are essential ingredients for career success, though leaders must communicate this need effectively to retain loyalty and prevent burnout.
