Four stages of adjustment to the demographic downturn
Article Abstract:
A 1987 study by the Institute of Manpower Studies revealed that many employers were not aware of how demographic changes in the labor market in the UK would affect recruitment in the future. However, ensuing publicity about the problem was so extensive that a recent study by Blue Arrow revealed that 69% of respondents surveyed knew about the changes affecting the workforce. Current analysis indicates that there are four central issues in the labor market: labor shortages; age composition; sex composition; and skill shortages. Personnel managers will need to plan strategically to deal with these important issues. Planning can include such things as: viewing shortages as a process of adjustment; orienting recruitment efforts to older women; using nontraditional advertising methods; and improving the skills of current workers.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1989
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Four years of change for personnel
Article Abstract:
In 1980 and 1984, the British government sponsored studies of industrial relations. A comparison of the two studies suggests that there have been broad changes in personnel management practices since the beginning of the decade. While there was no significant increase in the number of firms that employed personnel specialists, the job qualification of those specialists did improve; in 1980, 49 percent of all personnel specialists had some type of formal job qualification, compared to 58 percent in 1984. There was a slight (but insignificant) increase in the number of personnel representatives on the governing bodies of corporations. 95 percent of all personnel specialists surveyed felt that their influence within their organizations had increased in the years between 1980 and 1984.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1986
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Is flexibility just a flash in the pan?
Article Abstract:
A survey of 72 randomly selected British companies involved in engineering, food and beverage manufacturing, retail trade and financial service indicates that approximately 90 percent of these firms introduced innovative and flexible staffing policies in the past six years. Various flexible concepts are discussed, including use of temporary workers, part-time employment policies, overtime policies and flexible scheduling. Of the firms surveyed, 75 percent used temporary or part-time workers, overtime work was common except among the financial service firms, and flexible scheduling was used by only one company for full-time employees.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1986
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