| Defining a clear human resources strategy is key to | | | | take your company to the next level. Another strange |
| long-term success during the current economic | | | | byproduct of a recession is that top talent tends to be |
| downturn. Some companies have to make the difficult | | | | coveted by the remaining healthy companies. Highly |
| decision of who to let go, while others face the | | | | skilled candidates can take advantage of the upside |
| daunting task of sifting through a mountain of job | | | | down job market and search for higher paying |
| applications for any position they have open. | | | | positions elsewhere or counter offers at their current |
| For those companies scrambling to stay afloat, | | | | company. |
| analyze each job task and determine the business | | | | Three tips for companies looking to hire during the |
| functions that have the most redundancy. Letting | | | | recession: |
| someone go is always a difficult decision, so make | | | | - Keep it organized. More than ever, hiring managers |
| sure you act intelligently when you are forced to | | | | are inundated with applications during the hiring |
| downsize. | | | | process. Make sure your hiring managers are setup |
| Three tips for downsizing: | | | | with tools like recruiting software so they can |
| - If no one is sitting at the tables, make sure there | | | | streamline applicant tracking and management. |
| aren't too many cooks in the kitchen. Being manager | | | | - Watch out for window shoppers. Highly skilled |
| top-heavy during a recession is a sure fire way to | | | | employees might just be looking for a job offer so |
| burn through a lot of money. | | | | they can bump their salaries at their current |
| - Before letting someone go, always ask yourself if the | | | | companies. During the interview process do your due |
| remaining employees are the most agile and flexible | | | | diligence to avoid these time wasters. |
| people you can retain. During a downturn it is critical to | | | | - Talent is talent. Make sure you utilize your top talent. |
| think like a small business and stick with the people | | | | There should be a clearly defined reason for hiring |
| who can multi-task. | | | | new people. During economic downturns you need to |
| - Talent is talent. If you have the golden goose sitting in | | | | retain what you have and be extra diligent about who |
| an office somewhere, hang onto them tooth and nail. | | | | you hire. |
| Human capital is your most valuable asset no matter | | | | Whether your company is feeling the crunch or |
| what the situation. | | | | crushing the competition, many of the age-old human |
| For the growing companies, successful recruiting boils | | | | resources best practices still apply. Just make sure |
| down to information management. Hiring managers | | | | you are equipped to handle the rush or know who is |
| need to take advantage of the high supply in the job | | | | going to make the cut. Success always depends on |
| market and pull in the diamonds in the rough that can | | | | your people. |