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Archive - Staffing Management
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Archive - Staffing Management
Tell me about yourself. What are your strengths? How about your weaknesses? Maybe those questions sound familiar. Maybe you hear the same phrases come out of your own mouth every time you conduct a job interview. And maybe you’re missing something.
The present economic situation poses enormous challenges to most organizations. In order to remain competitive and survive the massive changes occurring in virtually every area of business, companies are having to develop new strategies for managing their most important and most expensive asset—their employees. Maximizing the return on their investment in human capital requires a change in the way this critical resource is managed.
The Human Resources Certification Institute (HRCI) offers 3 levels of certification: the Professional in Human Resources (PHR), which validates the experience of operational and technical-level HR professionals, the Senior Professional in Human Resources (SPHR) which focuses on HR professionals with strategic and policy making responsibilities, and the Global Professional in Human Resources (GPHR), which is the . . . . .
Unemployment rates have skyrocketed, many companies have downsized or implemented hiring freezes, and everyone seems to be looking for a job. The current economic climate has created an employer’s market for most organizations. Although it’s desirable to have many candidates for open positions, you may be drowning in the deluge of resumes pouring into your office. How do you deal with the practical and legal issues . . . . .
In 2008, 2.6 million Americans lost their jobs, the greatest annual job loss since 1946. In Hawaii, the news was equally grim. At the end of November 2008, an estimated 33,350 Hawaii residents were without a job.
In this second part of our two-part series, we will be discussing additional ways in which your Human Resources department can increase its value during a slowing economy.
With Hawaii unemployment rates pushing past five percent, the highest in ten years, fewer employers are talking about the need to find and keep employees, but for some industry sectors the problem of retaining top talent remains a critical issue and for other sectors even an influx of applicants will not satisfy the needs for trained workers. The Society for Human Resource Management Hawaii Chapter (SHRM Hawaii) has long recognized the need to assess gaps in workforce development and to develop a solution.
Hawaii employers are facing a growing talent shortage, along with the rest of the world. Increasing retirement of aging baby-boomers is providing a drain on the talent pool across the US, and the decreased birth rates in succeeding generations have acted to reduce the available pool of new talent. Similar phenomena are affecting employers in China, Europe, and elsewhere.
Today the complex challenge of attracting, developing, and retaining High Performers amidst the emerging workforce is unprecedented on a global, national and local level. Regardless of for-profit or non-profit, a vast majority of industries continue to struggle with the looming labor shortage.            Even with the recent closure of Aloha Airlines, Molokai Ranch, Compadres Bar & Grill, along with the local downsizing of Duty Free Shoppers and Norwegian Cruise Line, Hawaii’s seasonally adjusted . . . . .
Congress and our state legislature have enacted a stream of labor and employment laws and regulations governing the workplace. As soon as we feel comfortable with one new law or regulation, along comes another. Because of these changes, it’s critical for employers to get their human resources functions organized. The following steps will help you get started.
The US Economy is in trouble right now, and many businesses across the country are seeing declines in customer traffic and sales. If your business is one of those, you may be considering reducing the size of your workforce in order to cut costs – but is that really the first place you should look? Experts are forecasting a lengthy slowdown for the economy. It makes more sense to take a measured, strategic look at how . . . . .


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