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As the global economy continues to stabilize, many companies are ceasing to use staff reductions as a cost-saving mechanism. This allows companies to rely on a more stable workforce to better execute on corporate strategy and initiatives, and ultimately gain the competitive advantages that are available in the transitioning marketplace.

However, this does not mean that HR executives and other business leaders are off the hook in their responsibilities to continue to reduce total labor costs. Faced with the dilemma of reducing labor costs without negatively impacting employee engagement or productivity, business leaders must find creative ways to identify the next wave of labor costs reductions.

Rest easy. It sounds harder than it actually is.

Though it’s ongoing research and conversations with HR executives and business leaders from Fortune 500 Companies, CLC Genesee, The Corporate Executive Board’s (CEB) HR consulting and workforce division identified three measures that

По-английски

As the global economy continues to stabilize, many companies are ceasing to use staff reductions as a cost - saving mechanism. This allows companies to rely on a more stable workforce to better execute on corporate strategy and initiatives, and ultimately gain the competitive advantages that are available in the transitioning marketplace.

However, this does not mean that HR executives and other business leaders are off the hook in their responsibilities to continue to reduce total labor costs. Faced with the dilemma of reducing labor costs without negatively impacting employee engagement or productivity, business leaders must find creative ways to identify the next wave of labor costs reductions.

Rest easy. It sounds harder than it actually is.

Though it's ongoing research and conversations with HR executives and business leaders from Fortune 500 Companies, CLC Genesee, The Corporate Executive Board's (CEB) HR consulting and workforce division identified three measures
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