Editorial
Asset stripping
It’s just on six years since I took on the editor’s role at Employment Today and over that time the rhetoric has been overwhelmingly about people being our greatest asset.
All of a sudden that’s changed. People have become increasingly dispensable—or should that be disposable? Whichever it is, they’re being discarded at an alarming rate.
Many of those at the hard end of these disagreeable ‘d’ words are no doubt feeling disappointed, disbelieving, disenfranchised and distressed. Meanwhile their former colleagues who still have jobs may be feeling disaffected, disengaged and disillusioned.
It’s a sorry state of affairs and one that looks set to continue, with unemployment expected to reach 7.5 percent by 2011. Barely a day goes by when there’s not a news headline about lay-offs somewhere across the country, or commentators outdoing each other in the dire predictions stakes, or a helpful article on how to resurrect your career after a redundancy.
Among all the doom merchants and nay-sayers, it was refreshing to read a recent opinion piece in the Sunday Star Times by Tony Carter. He is the managing director of Foodstuffs (Auckland) Ltd, but he was writing in a personal capacity.
Noting that redundancies and layoffs are suddenly the predominant business strategy, Carter expresses his concern that businesses don’t overreact to what is happening. “If they do,” he says, “we will actually make it worse for everyone.”
He argues that maximising short-term profits by huge job cuts is the wrong thing to do and is simply short-sighted. Instead, he urges boards of directors and managers to think carefully before making people redundant, and to be prepared to suffer lower profits in the short term for the benefits that will flow in the medium term. “Be courageous and be positive,” he exhorts. “Things will improve.”
Similar sentiments are expressed by the HR, recruitment and business professionals interviewed for the Thinking outside the square article on page 15. As Jacqui Barrett, RCSA (NZ) president and director of recruitment agency Salt, says: “Companies need to be mindful of the decisions that they make in these times because they could come back to haunt them.”
What I’d love to see in Employment Today this year are your stories of innovative solutions, thinking outside the square to recruit and retain staff—and being courageous.
—Lyndsey Swan
Feature articles
Sweet success
A philosophy of caring—not just for staff, but for customers, communities and the environment—ensures Comvita has a good reputation in the job market. Jackie Brown-Haysom reports.
Thinking outside the square
The tough economic times ahead might produce more candidates for jobs, but Miriam Bell finds that employers should stick to their existing recruitment standards and methods—while also looking for innovative solutions.
Opportunity knocks
Well-designed assessment and development centres can yield significant benefits to organisations and their people. Neisha Voot outlines 10 elements that are essential, and explains the differences between ACs and DCs.
Remote control
With job candidates being drawn from around the country and around the world, recruiters are often faced with the disadvantages of unsupervised internet testing. Michaela Drum outlines a remote supervised testing model that combines online accessibility with the robustness of face-to-face testing.
Migrating to better jobs
Skilled migrants often face huge barriers to employment but as Dr Philippa Reed reports, there’s a winning outcome for all at Wellington City Council, recruiter The Johnson Group, and telecommunications company Transfield New Zealand.
Future challenges
Employers who focus only on fixing today’s problems and ignore tomorrow’s will risk being left behind when the economy rebounds, reports Miriam Bell.
Voluntary action
Each year volunteer workers contribute around 270 million hours to the workforce, worth almost $3.31 billion to New Zealand communities. Emma McCleary talks to two of these workers about why they do it, and explores the benefits of volunteering.
Fair go on conflict
Canadian workplace conflict resolution expert Blaine Donais says the costs of badly managed workplace conflict are extremely high. He talks to Miriam Bell about workplace fairness and the most effective ways to manage workplace tensions.
Reinstating the remedy
Reinstatement is the primary remedy for unjustified dismissal, one employees are more likely to seek in tough economic times. They are not alone, says David Hood. The Employment Court also appears strongly committed to seeing it happen.
Claims for mental injury
ACC now covers work-related mental injury, but what does this mean for employers? Susan Hornsby-Geluk and Chloe Luscombe explain.
Departments
Strategic HR: The measure of success
By developing effective HR measures you can add real value to your business, says Ruth Kim. In this third article in her series on HR reporting, she explains how performance and diagnostic measures will help you gain a strategic foothold.
Leadership: Who are your leaders?
Leaders are vital to a team’s success, but do we choose them for the right reasons? Paddy Steinfort advocates selecting leaders who model the behaviours a team aspires to, and having a leadership group rather than a few individuals at the top.
Case in point: Duty bound to comply
Are restraint of trade provisions enforceable, or does an employee’s right to earn a living over-ride any such clauses in their employment agreement? Chloe Luscombe explains it all comes down to an employee’s duty of good faith.
HRINZ news: Career development—whose responsibility?
A new online tool means HRINZ members can now track, record and manage their professional development. Beverley Main outlines the features and benefits of CareerLog.
Wellness at work: Fit for work?
Are your employees fit and healthy for the job, asks Susie Barlow. She looks at how carrying out health risk assessments can save both lives and money.
Recruitment: Contract bridge online
At a time when companies are laying off staff but still needing talent, contracting offers a useful solution. Tony Forsyth and Tony Wai discuss the benefits, and introduce a cost effective alternative to finding and hiring experienced contractors.
Learning & development: Investing in skills
Employment Today reports on a new initiative that offers tailored qualifications in competitive manufacturing, and a UK study that says learning technologies add real value.
Public sector: Fixed term blues
While the University of Auckland relied on funding uncertainty as the reason its facilitators were appointed on a fixed-term basis, the Employment Relations Authority adopted a different view. Paul Robertson warns great care is needed with such appointments.
Just the job: The changing meaning of career success
The tightening employment market may lead us to adjust our view of success and also redefine career development, says Kaye Avery. |
