Research and opinion

How can we mitigate the political fall-out from public sector cuts and job losses? Following the general election, the scale of workforce change required to deliver the necessary cost savings and more value for money in the public sector, at both national and local government level, is unprecedented. This paper looks at how the right support can help to minimise the political impact of job losses and secure the reputation of public sector employers within their communities.

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Redundancy is a fact of life for most companies undergoing change. So how can you undertake this unpleasant task of terminating jobs whilst ensuring that the company remains an employer of choice? This paper offers practical advice for before, during and after the redundancy process.

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Penna’s major new research, in conjunction with the CIPD, dispels some of the assumptions that employers are working on to attract and retain different age groups. Employers could be heading for conflict in the workplace and a reduced talent pool by not truly understanding the needs and motivations of the four different generations in the workplace.

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Outplacement is not about systems, processes and facilities. New research from Penna on outplacement proves that the real value is the personal connection between an individual and their coach.

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We conducted research to find out where the public sector is on the journey to reform. How are they managing change, what are the main challenges during these times of reform and what best practices are proving successful?

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This report is to provides an insight into current and emerging practice in HR and Change Management. A short series of questions were asked of senior HR professionals at the Penna sponsored Strategic HR Network event in July 2008. The topical questions focused on the role of HR in successfully managing change.

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This report aims to provide an insight into current and emerging practice in the implementation of diversity strategies.

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With the war for talent and skills shortages still prevalent, organisations are continually looking at ways to differentiate themselves from competitors. Reward and recognition strategies are becoming increasingly important tools for attraction and retention.

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This report provides an insight into current and emerging practice in developing and implementing effective international HR Strategies.

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An effective organisational culture is one that causes people to feel passionate about what they are trying to collectively achieve, that keeps them with the organisation and attracts others to the organisation

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