Most of the companies raised freeze salaries of senior management, while the figures foreseen for middle managers, supervisors and other employees do not exceed, on average, 5 percent. Only be provided for significant wage increases for positions considered key in term of their contribution to the business and those of high performance. Clipping of training: training programmes are being reduced or eliminated by the majority of the companies. While it is one of the most implemented measures in times of economic slowdown, the previous crises have shown is not affectionate and that can affect the commitment and ability of employees in the long term. Many companies, even taking budget to carry out training activities, these are not performed to not give a confusing message to the people that in times of austerity the company gives luxury train. This shows that, for many organizations, training is still perceived as a benefit that is given and not as a key process for the business.
Increase in discomfort and demotion of the organizational climate: the measures referred to here have seriously impacted on the climate at all levels of many organizations. For most positions, the job security have become the greatest source of concern, regardless that the company has decided or not unlink some of its staff. For managers, another source of concern relates to the retention of employees of the most valuable and the difficulty of maintaining the commitment and motivation of their teams. As you can see, in difficult times, the human resources Area tends to focus its activity on staffing cuts and reduction of staff costs, other formulas without analysing in depth the negative consequences of these measures in the medium and long term. Thus, rather than hurry or advance cede to the pressures of other executives, directors of human resources they should focus on identifying business opportunities that leave well positioned the company in a post-crisis context.
This required being participate asset of strategic decision-making processes and are not restricted to be mere executors of plans designed by other airlines. Indeed, the crisis can become an excellent opportunity to make the human resources department is perceived as a true business partner that contributes actively to the process of value creation. This opportunity depends, however, how the area within the organization is positioned. Will then review some of the actions that are carrying out the pioneering companies in managing the workforce as a strategic asset from HR: avoid layoffs cut expenses, not people more flexible salary scheme segmenting decisions of staff help to whom we have fired communicate, communicate, communicate! Strengthen the team of leaders investing in retaining talent key to follow training the staff treat the people well always!