Companies are struggling to balance

Companies are struggling to balance persistent pressures to cut costs with ongoing talent management needs in response to the sour economy, according to a recent pulse survey of nearly 700 HR executives in the U.S.It's not an easy task and requires picking cost-reduction targets carefully. Leading organizations considering additional staffing actions need to carefully assess people's roles and contributions — especially in terms of their importance to the organization's strategic focus and growth agenda — to ensure they're not making cuts that could have an adverse impact on the business over time.KEY FINDINGSThe survey identified these trends:In the first wave of cost cutting, which began late in 2008 and continued through the first quarter of 2009, respondents took a fairly traditional approach, with salary freezes for the overall workforce (59%) and no salary increases for executives (59%), as well as tighter bonus criteria for executives (41%). This can be seen in the exhibit.

Companies are struggling to balance Persistent pressures to Cut costs with ongoing Talent Management Needs in response to the sour Economy, according to a recent Pulse Survey of nearly 700 HR executives in the US It's not an Easy Task and requires picking cost-Reduction targets carefully. Leading organizations considering additional staffing actions need to carefully assess people's roles and contributions - especially in terms of their importance to the organization's strategic focus and growth agenda - to ensure they're not making cuts that could have an adverse impact on the business over time. KEY findings The Survey identified these Trends: In the First Wave of cost Cutting, which began Late in 2008 and continued Through the First Quarter of 2009, respondents took a fairly traditional approach, with salary Freezes for the overall WorkForce (59%) and no. salary increases for executives (59%), as well as tighter bonus criteria for executives (41%). This can be seen in the exhibit.

Companies are struggling to balance persistent pressures to cut costs with ongoing talent management needs in response. To the sour economy according to, a recent pulse survey of nearly 700 HR executives in the U.S.

It 's not an easy task and. Requires picking cost-reduction targets carefully.Leading organizations considering additional staffing actions need to carefully assess people s roles and contributions. ' Especially in - terms of their importance to the organization 's strategic focus and growth agenda - to ensure they re not.' Making cuts that could have an adverse impact on the business over time.


KEY FINDINGS The survey identified these trends:

.In the first wave of, cost cutting which began late in 2008 and continued through the first quarter, of 2009 respondents. Took a fairly traditional approach with salary, freezes for the overall workforce (59%) and no salary increases for executives. (59%), as well as tighter bonus criteria for Executives (41%). This can be seen in the exhibit.