Unemployment is unexpectedly down, manufacturing output is unexpectedly up, interest rates remaining at an all-time low and new order enquiries - confounding all the expectations of the 'experts' - are on the increase. So why all the faffing about over recruitment?

All over the UK employers are emerging from the recession and looking to bolster their talent pools once more. History holds many lessons, but how many have retained the knowledge heeded them? This first of a two-part article looks at the implications of how employers have responded to the serious challenges of recession.

All the indicators are the labour market will kick-start again early in the new year. Whilst some employers are being proactive to boost sales and productivity, others are still looking to cut costs further. Employer actions over the next fews months will have a significant impact on organisational performance long past the next financial year end.

Are UK organisations totally desensitised to inefficiencies? How much does your organisation have to lose in hard cash or productivity before your CEO, Chairman, MD genuinely makes talent a priority?

This is actually 'Happy 2008 Part 3' but, a feature of modern business life being rolling with change, we've an added twist to reflect how the people market is being shaped by events....

In the days when hiring was little more than an administrative formality, perhaps it was OK for it to be part of the personnel manager's duties? In this third post on the subject we look at the compelling evidence that points to hiring performance being the responsibility of operational executives, ultimately owned by the CEO.

Ownership of hiring performance is one of the key issues that organisations are having to address. Should it remain with the HRD, or is hiring and retention now so critical that it demands a dedicated resource? Part two of this three-part feature takes a closer look at the ownership question.

The last post brought in so much correspondence about the employer brand issue that a follow-up post appears to be in order!

Employer branding is just one area where a collaborative approach pays dividends. Instead of vying for individual reward and recognition, maybe speaking with one voice will reap far greater rewards and sooner?

Hiring, recruitment, talent management, whatever you're inclined to call it, traditionally falls under the remit of Human Resources. Fine back in the days when it was a case of Eeny, meeny, miny, moe and a few administrative formalities.....

Like recruitment, Human Resources is a profession that is ever changing and developing. We examine how the various evolving satirical characters of one Edmund Blackadder might have approached a career in HR?

Superstars play the game and Performers don't want the hassle. That probably means it's down to the HR Heroes to drive the critically needed change in hiring practice

Sounds obvious but one of the best ways of improving hiring performance is to stop losing the good people we've already got.

Too many policy makers are in danger of falling into one of two camps: skills shortage denial, or believing training will save the day. One denies what is undeniable whilst the other misses the point of this campaign...

Twenty years ago virtually every recruitment advert published would have the statement 'No agencies' as a footnote.