Paweł Bochniarz - What Can the Crisis Teach Us About Efficient Change Management?
On the basis of the experience of Austrian Worthington Cylinders as well as the results of studies performed among American companies, the author proves that intelligently conducted restructuring can strengthen worker moral and solidify, not upset, loyalty to the employer. He also discusses four critical factors for the success of organizational change management during crisis—transparency, communication, planning, and evaluation.

Joanna Narkiewicz-Tarłowska and Paweł Dziechciarz - Three Times E: HR Challenges for Times of Crisis
The broad wave of crisis spreading around the world is not conducive to investment in people. It arrests HR initiatives and blocks personnel budgets. The position of personnel departments is threatened. As was the case a few years ago at the start of the current decade, companies are taking up a strategy of surviving at any, often excessive, cost. On the other hand, it is universally known that the greatest careers start and develop during turning points. Crisis for HR departments may prove to be an opportunity not only for survival, but for a permanent improvement in the importance and status of the personnel function to the role of a strategic partner in the organization. Prerequisite is the proper identification of challenges that come with an economic downturn and facing those challenges.

Leszek Mellibruda - The Polish Green Isle or Splitting Solutions: A New Managerial Challenge in Times of Crisis
TThe crisis is beginning to be identified with contradictory information and personal as well as professional experience more and more, while internal convictions and positions are increasingly subject to "double ties," described in psychology by the term splitting. It is for this reason that handling the phenomenon of splitting (splitting solutions) is a new challenge, especially for managers in changing organizations and a continuously changing picture, meaning, and psychological coloring of the concept of crisis.

Paweł Szwiec - Growth in Expatriate Efficiency: Overcoming Difficulties
In our globalizing world, the matter of international worker management is becoming more and more important. An international worker is a person who is sent to work in an organization that is located abroad, where that person spends at least one year. Such people come up against many problems connected with cultural differences in the new workplace. Management practice mainly uses selection oriented at attracting people with qualities facilitating cultural adaptation and cross-cultural training in order to limit these problems. The article discusses application of these two practices. Specifically, problems relating to individual traits useful in efficient work by international workers, cultural adaptation, and various kinds of cross-cultural training and its methods are described.

Jacek Kałłaur - The Social Contract: A Tool for Transformation or a Recipe for Crisis? (TP S.A.)
The author presents the path to the signing of a Social Contract for the years 2009-2011 by all eighteen trade unions active at TP. The Contract defines the most important elements of employment policy and worker development, including a plan for the restructuring of the company and voluntary resignation for compensation on the part of the employer.

Zbigniew Płuciennik - The In–House Training System as an Effective Tactic for Difficult Times (Alior Bank)
At present, a time when companies and banks are looking for savings and cutting the costs of outsourced training and integrational gatherings, Alior Bank has introduced solutions that enable employees to benefit from a broad range of training activities. Programs have been implemented that allow workers to not only develop the skills and knowledge necessary in their work areas, but are also very useful in broadly understood personal development. Selected solutions are described in this article.

Maria Chiechanowska - How to Turn Two Different Futures into a Single, Common Future (INiG)
The author presents the difficult, but successful process of consolidation of two research and development units integrated by the Ministry of the Economy in 2008-the Institute of Petroleum Processing (ITN) and the Oil and Gas Institute (INiG).

Natalia Lewandowska - "Crisis" Talent Management (Atena. Information and Financial Services)

Maciej Ławrynowicz - Trust in Polish Companies
An important determinant of human resource management efficiency is trust, which also has an impact on the employee's perception of managerial activities and HRM practice. Intra–organizational trust enhances cooperation [Mayer, et al., 1995], the degree of information sharing between employees and managers increases [Spreitzer, Mishra 1999] and therefore it also does so among departments. This can have a positive impact on the performance of the organization [Collins, Poras 1997, Sako 1998]. The objective of this article is to identify the level, objects, and perception of trust by personnel in Polish companies.

Iwona Kubica and Anna Rychwalska - Remuneration in Times of Economic Downturns
This article presents the results of research on trends in remuneration systems in light of changes in the labor market. Examination of current tendencies facilitates the indication of relationships between actions taken and the situation on the labor market. Moreover, the influence of external factors is underlined, in this case the influence of economic crisis on the remuneration system. It is on the basis of the collected data that a profile of contemporary organizations reacting to changes on the labor market is defined.

Maria Zakrzewska - The Best Work Places: What Kinds of Organizations Are They?
It is in 2009 that the Great Place to WorkŽ Institute Polska announced the list of Best Places to Work in Poland for the first time. The author discusses the effects of the competition whose winners were on that list.

Katarzyna Konarska -Negative Motivation? Unprofitable for the Company
The economic downturn introduced changes in the structure of company orders, accessibility of new contracts and markets, and changes in production plans. The labor market has once again become an employers' market. The author presents short–term benefits and long-term negative consequences of applying motivation through threats, which is what managers reach for more and more often in times of crisis.

Ewa Małysz–Bujak -Leader in Systemic Human Resource Management (Ankol)
The author presents the benefits flowing from the implementation and certification of an Integrated Management System (IMS), including the Human Capital Management System in line with the Fair Play Employment standard – 2007, IPED.

Z. Czajka, Zarządzanie wynagrodzeniami w Polsce [Managing remuneration in Poland] - Wanda Kopertyńska
A. Stabryła (Editor), Doskonalenie struktur organizacyjnych przedsiębiorstw w gospodarce opartej na wiedzy [Improving company
organizational structure in a knowledge-based economy] - Zbigniew Dworzecki

Human Resource Management in Times of Recession - Alina Kulesza

HRM Department Convention - Łukasz Sienkiewicz

10th Edition Jubilee Staff Congress "From Tradition - Throught Experience - To New Solutions""– Monika Nowacka - Sahin