Editorial
Interesting times
Last week’s news was all recession and redundancies. This week the New Zealand Institute of Economic Research is predicting that consumer spending will haul the economy out of recession in the first half of next year. Who knows what next week will bring?
It calls to mind the Chinese proverb (or is it a curse): ”May you live in interesting times”. A quick check of Wikipedia—that repository of all popular knowledge—suggests this may be a variation of the Chinese saying: “Heroes (leaders) are made over turbulent times.” Or perhaps, Wikipedia says, it’s related to the Chinese proverb, “It’s better to be a dog in a peaceful time than be a man in a chaotic period.” Whichever it is, its authenticity is doubtful.
Actually it may well be better to be a dog in any times—even chaotic ones. Certainly the pampered pooches I know won’t be losing sleep over redundancies or where they’ll get their next meal.
If we’re going to turn to Chinese proverbs, I prefer the leaders are made over turbulent times option. It may be wishful thinking but it’s clearly what we need as the newspapers post an almost daily roll call of business closures and redundancies.
Call me naive, but redundancy—and cutting back on training and development and other such initiatives—seem like false economies. They’re short-term answers that will do nothing for economic growth, and when things do eventually pick up, those companies which slashed and burned will be well behind the eight ball.
Let’s hope the NZIER is right and consumer spending will indeed haul us out of recession. But it ain’t gonna happen if the job losses mount and people tighten their belts further, even if there are some great sales on at the moment. Bank of New Zealand analysts have predicted that 32,000 jobs will be lost over the next year—that’s twice as many as last year.
It’s hard not to admit defeat in the face of a global crisis, but where’s that Kiwi ‘can do’ attitude? The time is right for heroic responses—like that of the Kinleith mill workers who reduced their hours and changed their shifts to accommodate their neighbours from Carter Holt Harvey’s Putaruru mill, which closes this month.
And with Christmas just around the corner, let’s not forget what Observer business editor, Ruth Sunderland, calls “the most damaging consequence of mass redundancies—the emotional toll on individuals and families.” In a moving story about her father, a proud foreman made redundant in the recession-hit Britain of the 1980s, she wrote recently of how he “quite literally diminished in stature”.
—Lyndsey Swan
Feature articles
Maximum consultation
Consultation was the key when OfficeMax successfully relocated staff from three different parts of town to its new premises overlooking Auckland’s Tamaki Estuary. Jackie Brown-Haysom reports on the move.
Brand magic
Employment branding is all about emotionally connecting your people to your business. But are organisations really getting it—or are they missing the mark?
Kate Billing examines a new way of life for business.
Working spaces
Lyndsey Swan visits Sovereign’s award-winning head office and New Zealand Post’s new Auckland mail centre and finds there are plenty of reasons why their staff enjoy coming to work.
Silver lining on employment front
Recent studies show that the outlook is positive for older workers, says Dr Philippa Reed. They’re being praised for their reliability, loyalty and experience, and some employers are actively seeking mature workers.
Breaking the barriers
Immigrant job seekers, especially those from non-English speaking countries, often have difficulties finding work in New Zealand. Wong Liu Shueng examines the reasons and looks at how to break down the barriers they face.
My brilliant career
Regardless of how successful we are in our careers, we all go through developmental transitions that affect how we feel about our lives and our work. Kaye Avery presents a case for attending to the personal development needs of employees.
Challenges in today’s multi-cultural workplace
With New Zealand’s increasingly multi-cultural society mirrored in our workplaces, issues can arise. To what extent, asks John Hannan, do employers have to accommodate cultural and religious practices and behaviours.
Value added
The values we hold dear play an important part in our approach to work—and in the level of satisfaction we get from our jobs. Anna McNicholl believes we don’t talk enough about values in the workplace.
Screen savers
Organisations which think their staff don’t have inappropriate content on their computers should think again, says Glen McCauley. He dispels some myths.
Departments
Strategic HR: Measuring up
Do you understand the real issues facing your organisation and are you a true business partner or not? Ruth Kim outlines three approaches to help you truly understand the business within which you operate.
Workplace dilemmas: The learning game
Are your managers too busy to put into action what they’ve learned on coaching courses, and does the boss want to cut back on training because times are tight? Karen Boyte discusses ways to circumvent such problems.
Case in point: Avoid acting in haste
While poorly performing employees can have a serious impact on a business, it’s important not to rush the dismissal process, says Michael O’Brien. A recent Employment Court case provides an example of an exemplary approach.
Learning & development: Lessons learned
Managers are blamed for learning failures, a government scheme fails to attract those who most need it, and e-learning gains traction. Employment Today reports on the world of L&D.
HRINZ news: Stamp of approval
The close relationship between HRINZ and the academic community is mutually beneficial, and this year it has been strengthened with the launch of an Education Endorsement Programme. Robyn Leeming explains.
Wellness at work: Mindful leaders
Too often creating a culture of safety focuses on the people at the bottom, when it is leaders who create culture, says Professor Andrew Hopkins. Peter Bateman reports.
Public sector: Keeping a confidence
A recent Employment Court decision has found that an individual member of a board may be personally liable for a breach of a settlement agreement. Paul Robertson explains. |
