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Managing HR costs in business by Innes Donaldson
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Managing HR costs in business |
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Advice,Business,Consumer
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A recruitment freeze is often implemented as a precursor to any further steps to reduce costs, although in isolation, it may not be enough to weather the storm. The upside of a recruitment freeze is that it is relatively straightforward and it reduces the likelihood of being saddled with superfluous employees waiting for the business turn around. However, a freeze is not without difficulties. During the last recession, many large firms found they had cut their recruitment back too far and were short on resource when the upturn came. Graduate recruitment is often the first area to be targeted even though this is essential for ensuring a constant stream of new talent entering a company. Reducing the number of temporary or agency workers is also often favoured by organisations. However, employers should check the employment status of so-called temporary or agency staff before dismissing them. In the UK, the successive use of two or more fixed term contracts over four years or more results in permanent status. The current climate is encouraging employers to "think outside the box" as to ways to reduce their costs. Employers that previously were reluctant to accept flexible working requests are now encouraging their entire workforce to go part time. "Lay offs" which were once the preserve of heavy industry in the 1970s are becoming the fashion for 21st professional service firms who are using the more attractive term "sabbatical". For employees who manage to keep their jobs, there will be a huge opportunity to engage in flexible working which is likely to be retained once the upturn comes. An employer that embraces flexible working in the downturn will find it hard to convince a tribunal in the upturn that client demands mean that a blanket refusal to consider flexible working can be justified.
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