Editor's message: As the coronavirus (COVID-19) pandemic continues, HR is facing unique challenges when it comes to maintaining engagement and motivation among employees.
Many line managers will have found themselves as managers of remote teams overnight, while they themselves need to get to grips with working remotely for the foreseeable future. Others may be in the position of having to manage teams where long-term home working is not sustainable, or indeed, where the downturn in available work is such that some difficult choices - such as lay-offs or furloughing so as to access the Government's Coronavirus Job Retention scheme - need to be made and delivered to some employees.
While also working remotely, HR needs to continue to be responsive and proactive when it comes to supporting line managers as they grapple to maintain motivation and engagement among employees - at a time when many may have concerns about their health or the health of a loved one.
Noelle Murphy, senior HR practice editor
With workers up and down the country being furloughed or forced to work from home, Graham Brown looks at what HR can do to help employees stay motivated, engaged and connected.
As UK employee engagement and productivity levels remain stubbornly low, Stuart Hearn explains why improving engagement levels is a job for the whole business, not just HR.
Technology company Paddle talks to XpertHR about introducing unlimited paid annual leave and unrestricted flexible working for employees, how these radical policies work in practice and the positive impact they have had on the business.
AmcoGiffen talks to XpertHR about introducing a formal volunteering policy and the impact this has had on employee engagement and company reputation.
Employee engagement and performance management have traditionally been two separate facets of HR's role. But both need to be better aligned for organisations to get the most from their people, argues Jim Barnett.
The National Trust talks to XpertHR about how it revamped its reward structure to help it attract, retain and engage the employees it needs to deliver its 10-year organisational strategy.
Gary Bates and Sarah-Jane Georges, both account directors at behaviour change company Steps, discuss the best ways to develop line manager confidence and competence in having difficult conversations.
Peer-to-peer "tipping" schemes are rising in popularity in the workplace, but these "recognise and reward" programmes should come with a note of caution, writes Marc Long.
The happiest employers work in diverse workplaces and find that doing meaningful work is more important to them than salary.
Young people who have had a spell out of work value "intrinsic" aspects of employment such as learning new things or opportunities for self development, according to research from Newcastle University.
HR and legal information and guidance relating to employee motivation and engagement.