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Tag: Great Resignation

Talent management – employee turnover and retention

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It reads like a paragraph from a history book; first there was the Great Resignation, followed by the Great Renegotiation, all in span of three years. The pandemic led to millions of employees resigning their positions monthly.

BOOK REVIEW | Make Work Work For You

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The COVID-19 pandemic changed the way we think about work – we’ve had the great resignation, the quiet quitters and those determined to always work from home. But not everyone can afford to quit, what happens to those overwhelmed by a work environment that leaves them feeling defeated or maybe just resigned to putting up with it?

Defining the “talent shortage” problem so we can solve it

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It’s fair to say that in human resources (HR) circles there is something of a panic around talent. Between “quiet quitting”, the great resignation, and the general disruption to the workplace caused by COVID-19, HR practitioners find themselves grappling with how to attract, develop and retain talent, and there is much handwringing about the so-called talent shortage.

Businesses can use quiet hiring to address quiet quitting

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The contentious issue of quiet quitting in the workplace or putting in minimal effort to avoid termination is considered by some to be a logical repercussion of COVID-19. But businesses are under extraordinary pressure of the Great Resignation trend, local talent moving abroad for better opportunities and a general shortage of skills.

Are employers paying salary increases in line with the cost of...

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South Africans are getting poorer as wage increases lag behind inflation as the "Great Resignation" trend continues to grip employers. South African employers expect to award wage increases of 4% to 6% in the next 12-month period, which is substantially below the current 7% inflation rate, denting employee disposable income and placing pressure on companies to find new ways to keep staff engaged and retain critical skills.

What should remuneration committees be focussing on and why?

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Remuneration committees have an onerous task of navigating one of the most contentious issues in almost any company – that of setting remuneration for executives and more recently overseeing the remuneration of the workers.

REPORT | 73% of CEOs believe global economic growth will decline

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Nearly three quarters (73%) of CEOs believe global economic growth will decline over the next 12 months, according to our 26th Annual Global CEO Survey, which polled 4,410 CEOs in 105 countries and territories in October and November 2022.

How will current worldwide events impact executive pay?

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Since the COVID-19 pandemic the world has been affected by many events that are now the new normal and businesses will now have to make strategic changes to the way they operate. These events are geo-political - the Russia-Ukraine war; logistical - supply-chain bottlenecks; economic - high energy prices, demand supply issues - global commodities pressures and chip shortages, rising inflation and possible recession.

Post Pandemic Chronicles – the transformative power of the epiphany

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Amidst the disruptive changes brought on by industry 4.0, the past two years has seen the world being faced with the worst global pandemic in just over a century - plunging both individuals and organisations into a state of chaos, uncertainty and instability whilst radically reshaping life as we knew it.

HR is not just a nice-to-have, but a business imperative

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Pandemic-related uncertainty and stress saw human resource (HR) departments emerge as valuable partners in ensuring business continuity and success. The role of HR practitioners has evolved, and they are now more important than ever as crucial support structures for employees and facilitators of their overall wellbeing.

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