If one of your employees decided to take confidential company information with them when they resigned, how easily could they do so?
Technology is making information theft as easy as plugging in a flash drive, as a recent New Zealand case demonstrated.
In a hypercompetitive global economy, organizations must be “on” 24/7. Yet this scramble for perpetual performance is taking a harsh toll on employees. They relentlessly push to get ahead and stay ahead—working longer days, emailing after hours, taking fewer vacations—often with little acknowledgment for their efforts. The result is a workforce that’s not just disengaged (Gallup’s 2013 State of the American Workplace report revealed that 70 percent of U.S. employees fall into this category), but also stressed and depressed.
If you’ve been in the HR profession for a while, chances are you’ve had to tackle some tough topics of conversation.
No matter how many times you’ve done it, breaking the news of a dismissal or redundancy is never easy.
In many pockets of New Zealand business, there’s too much of a focus on recruitment as an administrative function, which makes it process-driven and too reactive, according to David Gordon, business manager of the recruitment specialist firm virtualRPO.
“You need to elevate the recruitment conversation to being a strategic conversation. What we’d ideally like to see is a shift in thinking and action, turning recruitment and staffing from a reactive, business as usual practice to a proactive, competitive business advantage.
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