Human resource executives and managers who have to dealincreasingly more often with cost-cutting decisions, especially asfar as personnel policies are concerned, have to always keepretaining of top performers in mind, i.e. of those people who, ifnot motivated and included in the company's strategy, can alwaysfind a job elsewhere, even in a labour market that offers very fewjobs.
"The crisis should be for leaders as water for the fish. It isexactly their role to lead the organisation through the crisis. Itshould be them to focus on effective communication to people,capitalise on the turmoil in the job market to upgrade theirorganisation's level of talent and keep their most valuableplayers," believes Martin Macha, the partner in charge of theHealth & Benefits division in Eastern Europe and the MiddleEast of giant Mercer, one of the biggest HR consulting companies inthe world.
With 20 years' experience in research and consulting, Macha is thespecial guest of the conference organised by ZF on March 25th, "TheDNA of people you need to keep in the company in order to weatherthe crisis. How will companies start to create jobs?" where he willtalk about the challenges of managing human capital in 2010.
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