The economic downturn has forced HR to change its priorities, with organisational performance and employee engagement now at the top of the list, according to new research.A survey by employee engagement specialists TalentDrain found that a third (30 per cent) of HR departments have changed their strategy as a result of the economic downturn. Over half (56 per cent) are putting less focus on recruitment and almost three-quarters (72 per cent) have increased their emphasis on organisational performance.The change of focus was often linked to reduced budgets, with 38 per cent of the 336 HR departments surveyed having cut their budget by more than 5 per cent. Some 13 per cent had reduced their workforce budget by more than 25 per cent.Ron Eldridge, director of TalentDrain and author of the report, said: “The new strategic focus, even for organisations that have not cut their HR budgets, seems to be around identifying, engaging and retaining those employees who are high performers, while more proactively managing any areas of underperformance.”Another recent survey highlighted the need for HR to refocus on employee engagement in the downturn. According to the 2009 Best Companies to Work For survey only 37 per cent of employees in three-star accredited companies – the top award for engagement – are worried about the impact of the current economic climate on their organisation’s future. The proportion grows to two-thirds of staff in companies that did not achieve the accreditation and over half in firms with one star.Jonathan Austin, chief executive of Best Companies, said: “Those employees who feel involved and committed to their organisation feel more confident about their organisation’s future in these uncertain times – putting their companies in the best position to survive the recession.”Of the 795 organisations that applied for Best Companies accreditation this year, 639 made the grade. Three-star status was given to 55 firms – including Nando’s, Pannone LLP and Office Angels.Lucy PhillipsPublication date: 27 January 2009Source: www.peoplemanagement.co.ukHuman resourcesLinksAbout usTestimonialsSalary comparison toolJobs in ScotlandBrowse for jobsHuman resources sectorsLinksFinancial services Industry and commerceProfessional servicesInterim and contract Retail and leisurePublic and not-for-profit sector News and updatesLinksUnconscious Bias: unintentional people preferencesUnconscious Bias EventMeet Britain’s Future BoardFinancial services sector: how to retain specialist skillsIndustrial and manufacturing sector: how to retain specialist skillsData analytics breakfast seminarInterview with group HR director at PageGroupQ&A with the MDHuman resources market overviewHuman resources jobsHuman resources recruitment – public sector market updateInterview with Debra Corey, Global Rewards Director at PageGroup - October 2014Insight and adviceLinksExhausted but still working harder faster?Supporting your employees: mental health and wellbeingReverse mentoring schemes: why they’re important and how to set up your ownRecruiting for empathy: key lessons from Belinda Parmar OBEPeople analytics in HR: getting the best out of your peopleHow to prepare your workforce to work alongside artificial intelligenceUsing people analytics to steer business decisionsMental health awareness: managing financial wellbeingHow can SMEs, import and export trade practitioners survive a post-Brexit reces…How might GDPR affect different business functions?Using people analytics to create a more effective workforceArtificial intelligence: candidate assessment processes of the futureEmbracing AI in human resources: where do I start?Can blind recruitment combat bias?The Apprenticeship Levy and its effect on an organisation’s wider talent agendaMental Health: time to change our attitudesHow the CIPD can add real valueThe Senior Managers Regime – the HR viewBeyond unconscious biasEmbracing learning to be better recruitersThe Journey: from a Human Resources Director to an Interim HR ProfessionalThe ever changing world of employment lawHow can performance development drive success every day?Five signs a candidate is a top reward managerYour interviewKnowing your pensionsHow important is a degree for your HR careerWhy HR CVs need to talk numbersReferencesMaking redundancies fairCIPD qualifications: essential or desirable?ArchiveLinksGlobal HR Barometer 2015Human resources recruitment - market update H1 2014KPMG/Michael Page - HR breakfast SeminarEmployment law breakfast seminarRecession leads firms to rip up their reward strategiesHR priorities shift towards engagementCoaching has ‘profound’ effect on leadership styleInterview with Debra Corey, Global Rewards Director at PageGroup - October 2014