1. DURING AND OVERCOMING THE CRISIS HR MANAGEMENT

2. CONTEXT Not all organisations have suffered equally: car manufacturing, construction high-end airlines badly hit Some have treated the crisis as a threat to their survival Some have treated the crisis as an opportunity to prepare for a new future

3. HR CHALLENGES (1) How to keep costs under control and restructure for future while retaining employee commitment and performance levels. How to remain on course for delivering organisational strategy when many projects may have to be re-assessed for cost and capacity implications

4. HR CHALLENGES (2) How to grow skills and capacity for future success while managing day-to-day economic reality How to shed surplus labour and minimise the survivor syndrome

5. CURRENT STRATEGIES (1) Performance manage employees more closely Less tolerance of less effective individuals Desire to retain a skilled and motivated workforce when economy picks up. Recruitment and pay freezes common Outsourcing non-core activities growing to cut direct costs More use of flexible working contracts

6. CURRENT STRATEGIES (2) Soft skills training and team-building hit more than technical skills and leader development. But now an attempt to give more attention to strategic training to build capability. More communication/consultation with employees to keep them informed about effects on business and seek advice/ideas

7. CIPD REPORT – THE FUTURE The emphasis for the future is likely to be on sustainability and performance in the medium to long term Innovation and the ability to cope with fast- paced change are seen as the key capabilities for organisations’ survival and growth The skills needed by leaders of future and how they will acquire these a key issue. Foresight

8. HR SUPPORT Develop reward policies that reflect individual contribution to sustainable long-term future Ensure that succession plans, talent management and leadership development programmes are developing the right skills for the future Review the accountabilities and behaviours of line mangers to enable them to better cope with future contingencies

9. CONCLUSION Great opportunity for HR to rise to the challenge of supporting their organisation Key time for HR to demonstrate its own ability to operate, not only as a high performance team but also as a key team player across the organisation HR should role model the behaviours and values that will help the organisation thrive