K p mg (UK) has proposed the terms,

K p mg (UK) has proposed the terms, employees volunteer to take a long vacation with pay 30% or a reduction in working days into the remaining four days a week. The two terms are a strategy to maintain relationships and reducing the expense of salaries linked to the cost of the company
้วัน
คพีเอ็มจี (UK) ได้เสนอเงื่อนไขให้กับพนักงานที่อาสาสมัครจะใช้หยุดยาวกับค่าจ้าง30% หรือลดวันทำงานลงเหลือ 4 วันต่อสัปดาห์ เงื่อนไขสองเป็นกลยุทธ์เพื่อรักษาความสัมพันธ์ และลดค่าใช้จ่ายของเงินเดือนกับค่าใช้จ่ายของบริษัท

เมือเศรษฐกิจอยู่ในภาวะถดถอย นายจ้างควรมองหาวิธีเพื่อในการจัดการกับองค์กรเพื่อให้ธุรกิจสามารถฟื้นตัวได้
Of course we all said this before the GFC - but when the GFC kicked in, businesses looked for creative ways to hold onto talent in anticipation of an economic recovery.

And here we are, 12 months down the track, confidence is returning to the market and the green shoots of economic growth seem here to stay (according to the Mid-Year Economic and Fiscal Outlook data released on November 2).

The question is whether these two insights will remain top-of-mind, and whether they have generated deep-seated cultural and behavioural changes.

เคพีเอ็มจี (UK) ได้เสนอเงื่อนไขให้พนักงานที่อาสาสมัครในการใช้วันหยุดยาว กับการเสนอจ่ายเงิน30% หรือการลดวันทำงานลงเหลือสี่วันต่อสัปดาห์ ทั้งสองเงื่อนไขนี้เป็นกลยุทธ์เพื่อรักษาความสัมพันธ์ และเป็นการลดค่าใช้จ่ายในส่วนของเงินเดือนที่ื่เชื่อมโยงกับต้นทุนของบริษัท
So to help the bottling process, the aim of this article is to identify the lessons we have learned:

1. Flexibility = cost containment: When the GFC first hit, businesses responded with internal edicts to contain costs, and we found companies thinking creatively about flexible work practices such as telecommuting and video-conferencing (VC), as part of the solution.

Instead of maintaining expensive (and sometimes under-used) floor space in CBD locations, and requiring staff to spend excessive time travelling, businesses learnt that working from home and VC options could help contain costs.

I remember talking in December last year to one staffer in UBS (USA) who said that she no longer maintained two offices in two different cities, but had dropped back to just one office, which had reduced her commuting time and rental costs.

2. Flexibility = cost reduction: When the GFC started to bite, businesses looked at ways of reducing their costs.

Given past experiences we could have expected that the need for cost reduction would automatically result in lay-offs, and for some businesses this was the response. Yet something unique happened. As businesses had just come through a skills shortage they were motivated to retain talent whilst also reducing costs.

The outcome? Another reach for flexibility - this time longer summer holidays, sabbaticals and part-time work.

KPMG (UK) for example asked staff to volunteer for long term sabbaticals on 30 per cent pay or work four days per week as a strategy to maintain connections and reduce salary associated costs.

3. Flexibility = engagement: When it looked like the GFC was here for the long term, staff morale began to plummet and business confidence was at its lowest ebb. As one HR manager in Citigroup described it to me "I'm running a marathon. The staff keep looking to me for the answers, and I have nothing to say".

I noticed that some businesses were starting to make the connection between flexibility and engagement, realising that when staff have more than just work in their lives (ie they are "dual centric") their resilience improves.

It works like this: if the work domain of an employee's life is difficult or stressful, they find support via another more enriching domain, for example family or sport. Hence, providing staff with some flexibility to spend time with the family, or pursue an interest, helped lift their spirits, and created a more productive work environment.

Results (English) 1:

K p mg (UK) has proposed the terms, employees volunteer to take a long vacation with pay 30% or a reduction in working days into the remaining four days a week. The two terms are a strategy to maintain relationships and reducing the expense of salaries linked to the cost of the company7 days/week.Khaphi mg (UK) has proposed conditions to employees who volunteer to take pause with 30% wages or reduce working days into the remaining 4 days a week. Two conditions in order to maintain relationships and strategies to reduce salary expenses with the expense of the company.When the economy is in a recession. Employers should look for a way to manage a business with an organization so that it can recover.Of course we all said this before the GFC - but when the GFC kicked in, businesses looked for creative ways to hold onto talent in anticipation of an economic recovery.And here we are, 12 months down the track, confidence is returning to the market and the green shoots of economic growth seem here to stay (according to the Mid-Year Economic and Fiscal Outlook data released on November 2).The question is whether these two insights will remain top-of-mind, and whether they have generated deep-seated cultural and behavioural changes.K p mg (UK) has proposed the terms, employees volunteer to take a long vacation with pay 30% or a reduction in working days into the remaining four days a week. The two terms are a strategy to maintain relationships and reducing the expense of salaries linked to the cost of the company.So to help the bottling process, the aim of this article is to identify the lessons we have learned:1. Flexibility = cost containment: When the GFC first hit, businesses responded with internal edicts to contain costs, and we found companies thinking creatively about flexible work practices such as telecommuting and video-conferencing (VC), as part of the solution.Instead of maintaining expensive (and sometimes under-used) floor space in CBD locations, and requiring staff to spend excessive time travelling, businesses learnt that working from home and VC options could help contain costs.I remember talking in December last year to one staffer in UBS (USA) who said that she no longer maintained two offices in two different cities, but had dropped back to just one office, which had reduced her commuting time and rental costs.2. Flexibility = cost reduction: When the GFC started to bite, businesses looked at ways of reducing their costs. Given past experiences we could have expected that the need for cost reduction would automatically result in lay-offs, and for some businesses this was the response. Yet something unique happened. As businesses had just come through a skills shortage they were motivated to retain talent whilst also reducing costs.The outcome? Another reach for flexibility - this time longer summer holidays, sabbaticals and part-time work.KPMG (UK) for example asked staff to volunteer for long term sabbaticals on 30 per cent pay or work four days per week as a strategy to maintain connections and reduce salary associated costs.3. Flexibility = engagement: When it looked like the GFC was here for the long term, staff morale began to plummet and business confidence was at its lowest ebb. As one HR manager in Citigroup described it to me "I'm running a marathon. The staff keep looking to me for the answers, and I have nothing to say".I noticed that some businesses were starting to make the connection between flexibility and engagement, realising that when staff have more than just work in their lives (ie they are "dual centric") their resilience improves.It works like this: if the work domain of an employee's life is difficult or stressful, they find support via another more enriching domain, for example family or sport. Hence, providing staff with some flexibility to spend time with the family, or pursue an interest, helped lift their spirits, and created a more productive work environment.

Results (English) 2:

K p mg (UK) has proposed the terms, employees volunteer to take a long vacation with pay 30% or a reduction in working days into the remaining four days a week. The two terms are a strategy to maintain relationships and reducing the expense of. salaries linked to the cost of the company
this morning
by KPMG (UK) has offered terms to employees who volunteer to take a long break with a 30% wage reduction or work days down to four days a week. Two terms as a strategy to maintain the relationship. And reduce the cost of salaries to the cost of the company when the economy is in recession. Employers should look for ways to manage the enterprise so that businesses can recover Of course we all said this before the GFC - but when the GFC kicked in, businesses looked for creative ways to hold onto talent in anticipation of an economic recovery. and here we are, 12 months down the Track, confidence is returning to the Market and the Green shoots of Economic growth seem here to Stay (according to the Mid-Year Economic and Fiscal Outlook Data Released on November 2). The question is whether. these two insights will remain top-of-mind, and whether they have generated deep-seated cultural and behavioural changes. KPMG (UK) is offering staff who volunteer to take a long vacation. The proposed paying 30% or reduced workday down to four days a week. Both conditions are strategies to maintain relationships. And reduce costs of salary costs associated with the company's Score to Help So the Bottling Process, the AIM of this Article is to Identify the Lessons we have learned: 1. Flexibility = cost containment: When the GFC hit First. , Businesses responded with internal Edicts to contain costs, and we Found companies thinking creatively About Flexible Work Practices such as telecommuting and Video-Conferencing (VC), as Part of the Solution. Instead of maintaining expensive (and sometimes under-used) floor Space. in CBD locations, and requiring staff to Spend excessive time traveling, Businesses learned that working from Home and VC options could Help contain costs. I Remember talking in December last year to one staffer in UBS (USA) Who said that She no Longer maintained Two. Two offices in different Cities, but had dropped to just one Back Office, which had reduced commuting time and Her rental costs. 2. Flexibility = Reduction cost: When the GFC Started to Bite, Businesses looked at Ways of reducing their costs. Given. past experiences we could have expected that the need for cost reduction would automatically result in lay-offs, and for some businesses this was the response. Yet something unique happened. As businesses had just come through a skills shortage they were motivated to retain talent whilst. also reducing costs. The outcome? Another reach for flexibility - this time Longer Summer Holidays, sabbaticals and Part-time Work. KPMG (UK) for example asked staff to volunteer for long term sabbaticals on 30 per cent pay or Work Four days per Week. as a Strategy to Reduce salary associated costs and maintain Connections. 3. Flexibility = engagement: When it looked like the GFC was here for the long term, staff Morale began to plummet and business confidence was at its lowest Ebb. As one HR Manager in. Citigroup described it to Me "I'm running a Marathon. The staff Keep Looking for the Answers to Me, and I have Nothing to Say". I noticed that were Some Businesses Starting to Make the Connection between flexibility and engagement, realizing that when. staff have more than just Work in their Lives (IE they are "dual Centric") their resilience improves. It Works like this: if the Work domain of an employee's Life is difficult or stressful, they Find Support via another more enriching domain, for. example family or sport. Hence, providing staff with some flexibility to spend time with the family, or pursue an interest, helped lift their spirits, and created a more productive work environment.

Results (English) 3:

K P Mg (UK) has proposed, the terms employees volunteer to take a long vacation with pay 30% or a reduction in working. Days into the remaining four days a week. The two terms are a strategy to maintain relationships and reducing the expense. Of salaries linked to the cost of the company
.
. DayC PM Ji (UK) offer to employees that volunteers will be used to stop or reduce the length with 30% wage work down to 4 days per week. The two terms as a strategy to maintain the relationship.When the economy is in recession. Employers should look for ways to deal with the organization for business can recover
Of course we all said this before the GFC - but. When the GFC kicked in businesses looked, for creative ways to hold onto talent in anticipation of an economic recovery.

And. Here, we are12 months down the track confidence is, returning to the market and the green shoots of economic growth seem here to stay. (according to the Mid-Year Economic and Fiscal Outlook data released on November 2).

The question is whether these two. Insights will, remain top-of-mind and whether they have generated deep-seated cultural and behavioural changes.

.KPMG (UK) offer employees who volunteer to take a long vacation to offer paid 30%. Or to reduce the workday down four days a week. Both this condition as a strategy to maintain the relationship.So to help the bottling process the aim, of this article is to identify the lessons we have learned:

1. Flexibility. Cost containment: When the GFC first hit businesses responded, with internal edicts to, contain costs and we found companies. Thinking creatively about flexible work practices such as telecommuting and video-conferencing (VC), as part of the solution.

.Instead of maintaining expensive (and sometimes under-used) floor space in CBD locations and requiring, staff to spend. Excessive, time travelling businesses learnt that working from home and VC options could help contain costs.

I remember. Talking in December last year to one staffer in UBS (USA) who said that she no longer maintained two offices in two different. Cities.But had dropped back to just, one office which had reduced her commuting time and rental costs.

2. Flexibility = cost. Reduction: When the GFC started to bite businesses looked, at ways of reducing their costs.

Given past experiences we. Could have expected that the need for cost reduction would automatically result, in lay-offs and for some businesses this. Was the response.Yet something unique happened. As businesses had just come through a skills shortage they were motivated to retain talent. Whilst also reducing costs.

The outcome? Another reach for flexibility - this time longer, summer holidays sabbaticals. And part-time work.

.KPMG (UK) for example asked staff to volunteer for long term sabbaticals on 30 per cent pay or work four days per week. As a strategy to maintain connections and reduce salary associated costs.

3. Flexibility = engagement: When it looked like. The GFC was here for the, long term staff morale began to plummet and business confidence was at its lowest ebb.As one HR manager in Citigroup described it to me "I 'm running a marathon. The staff keep looking to me for, the answers. And I have nothing to say. "

I noticed that some businesses were starting to make the connection between flexibility and. Engagement realising that, when staff have more than just work in their lives (ie they are "dual centric.") their resilience. Improves.

It works like this:If the work domain of an employee 's life is difficult or stressful they find, support via another more, enriching domain. For example family or sport. Hence providing staff, with some flexibility to spend time with the family or pursue an interest,,, Helped lift, their spirits and created a more productive work environment.