It’s really only crises that allow big changes, says Neville Aitchison. That’s why the time is right for the entrepreneurial to get in and going, and for others to reposition, diversify and survive.

Kristen Cooper has come into the role of president f the Human Resources Institute of New Zealand (HRINZ) at a potentially challenging time—but that’s good, she tells Alice Taylor.

The recession is no excuse to cut back on workplace training—that only leads to further skills shortages, and a loss of competitive advantage, say the business experts. Instead, they tell Jackie Brown-Haysom, it’s time for a new approach to learning.

Rather than ignore the impact that low literacy levels have on workplace productivity, TeamWorks is an example of how to successfully embed literacy learning into a leadership programme for frontline leaders. Peter Allen explains.

Relocating more than 750 staff from multiple sites is a challenge, but the change management programme undertaken by Sovereign Insurance ensured a successful outcome. Sharron Botica outlines how their mission was accomplished.

Emotions occur naturally when organisational change takes place, but they have often been scorned as illogical and disruptive. These emotions can help to implement the changes or to derail them, and people need skills in identifying and responding to them, says Roy Smollan.

Many companies remain unsure about the merits of outsourcing various aspects of their HR services. Miriam Bell explores the pros and cons of outsourcing HR.

How’s your induction game plan? Lucy Nichols explains why it’s important to adhere to a rigorous schedule to ensure your raw recruits are soon up to speed and playing their part in the team.

What, if anything, can an employer do about employee misconduct outside work? Emily Moore examines some recent cases showing successful disciplinary action can be taken, so long as a fair process is followed.

It’s time for HR practitioners to put their house in order, and to lend a hand to their business managers, says John Gill. He outlines his vision for creating a leaner organisation with a better bottom line.

When work is hard to get, it’s the optimists who are most likely to mine their inner resources and succeed. Kaye Avery considers the competencies needed for challenging times, and how to find the silver linings.

There are times when the mutterings among staff can reach fever pitch, like when they can’t see the point of performance appraisals, or when they’re feeling insecure about their jobs. Karen Boyte explains how to soothe troubled waters.

Managing your employment brand isn’t something to put on the back burner during tough times, says Kate Billing. But rather than being overwhelmed by day-to-day processes like recruitment, she suggests outsourcing to help maintain employment brand integrity.

A dispute about holiday entitlements offers a timely reminder that clear drafting in employment agreements is crucial. A well-drafted agreement should ensure any future changes to the law are taken into account, says Laura Driscoll.

Recessionary times might bring unwanted change in the workplace, but they also bring opportunities. The question is, will we make the most of them, says Beverley Main.

Just about every one of the staff at Hayes International is involved in training, and the company is seeing the rewards of its investment, says Sandra Eriksen.

New Zealand organisations must identify and secure “resilient” graduates to ensure their businesses continue to perform during the current economic downturn, says Eric Wilson. He outlines a strategy for securing the best-of-the-best.

Lynden Mason examines how computer vision syndrome can make it hard to focus on what’s on the screen, and rob businesses of productivity, profit, and performance.

A ruling by the Supreme Court of South Australia, which found a school must provide a safe system of work and take reasonable care of staff safety, has implications for boards of trustees in New Zealand, says Paul Robertson.