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The author presents his views on the financial crisis of 2009. He states that the crisis will hurt people of limited means, that it has exposed neoliberal economic thought as bankrupt and that the progressives must regain their voice and call for a commitment to solidarity and the collective well-being. He introduces essays by Raewyn Connell and Bob Ellis on the recession and its characteristics and on the voice of the Australian progressives.

This article presents information on Industrial relations. It is, in fact, a complex process in which surprising amalgamations of players seek to control the way in which big business is done in Australia. Industrial relations commissions are simply the masking institutions which hide the faces of the well-placed players who don't want their game of subterfuge known. The truth is that industrial relations is like a continuous process of medieval, masquerade balls conducted at the courts of princes. The real game of deals and counter-deals is done by Machiavellian maestros with whispers and winks and graceful nods. The key players are a raft of senior industrial relations and human resource professionals, consultants, solicitors, employer association officials and union officers who all know the real game, how to network and how to seal deals.

Focuses on Future of Work Foundation, an organization studying human resources in Melbourne, Australia. Mission of engaging all Australians in creating a better future for work.

The article focuses on the effects of the too much corporate regulatory regime on business innovation in Australia. Businesses were becoming more concerned that the corporate governance is endangering risk-aversion and is working against a culture of innovation. Companies have also noted these regulations were restricting their ability to transform their businesses and innovate by using assets in new ways. Moreover, regulations make human resources tied up to it.

Focuses on the proposal of the government of Prime Minister John Howard to change industrial relations in Australia. Irrelevance of the proposal to the companies; Key performance indicator of human resources; Reflection of deregulated industrial relations by most Fast 100 companies of Business Review Weekly periodical.

This section offers news briefs related to management in Australia. Ben Thompson of human resources group EI says companies need to consistently recognise and reward everyone. A survey by Envirosearch Global shows a slow down in the salary growth of environmental and sustainability positions. A study by the National Centre for Vocational Education Research shows that students affected by mental illness prefer to keep it to themselves while teachers expect to be informed.

The article focuses on the political insights regarding the immigration program of Australia for foreign workers. It says that various business organizations suggest that low-skilled workers should be part of the government's program to fill the shortages of skilled workers regarding the demand for low-level labour. It also states that the solution for the shortages, which cannot be typically sustained by Australians, counts on migrants without discriminating their skill levels.

The article focuses on the unemployment rate in Australia which reached to 8.5% during the global financial crisis. The Australian Bureau of Statistics reveals that there are more than 1.2 million individuals outside the labor force supported by the shortage of skills and labor. A survey shows that salary increases the momentum of financial crisis, human capital and retention of employees within the organization.

The article focuses on the increasing number of employee retrenchment in business companies in Australia. It highlights the Employment Trends Report which reveals the challenges of companies in handling internal and management restructuring, the redundancies as well as labor costs reduction. Debra Loveridge, chief executive of Randstad, cites the importance for companies to be open and realistic about employee reduction, and to think of strategies that will have a long term impact.

The article reports on the revelation of the Goldman Sachs JBWere economists that the increase in the unemployment rate in Australia is the movement before the surge in January 2009. Economists added that as the level of jobs contracts in coming months and the labour force continues, the sharpest period of increase in unemployment will be observed. They anticipate the unemployment rate will rise to 7.5%.

The article reports that skills shortage is causing big delays on vital infrastructure projects in Australia. Some of the hardest hit industries include construction, accounting, tourism and hospitality, health care and manufacturing. An executive search expert believes that Australian companies are not doing enough to keep talented workers in the country and they are also not readily open to “sponsoring” or relocating talent in from overseas.

The article reports on Australian consulting firm Accenture's claim that there is a connection between corporations' underinvestment in workforce training and the inability of developed economies to agree on basic measurements of human capital. According to Accenture human performance global chief Peter Cheese, top executives recognize the need to invest in developing workers, however the majority have not done much with this awareness.

The article focuses on the political and economics views of opposition leader Kevin Rudd in Australia citing related policy issues and trends in the region. He released his paper "The Australian Economy Needs an Education Revolution," which emphasis his views on the link between long-term prosperity, productivity growth and human capital investment. The paper however does not define the type of human capital that Australia needs to develop towards economic reform.

The article presents a report on labor supply in the minerals industry, released by the Mineral Council of Australia. The report cautions that a labor shortage of 70,000 workers will occur in the sector by 2016, unless the supply of labor boosts. Additionally, employment is expected to increase by 76 percent over the next ten years, with a workforce shortage of 42,000 and 15,000 in Western Australia and Queensland.

Presents statistics on the tertiary training levels in Australia in 2004. Impact of human capital on economic growth; Quality of tertiary training.

Comments on the plans of the Australian government to increase its population to stimulate economic growth and counter the effects of an ageing workforce in 2003. Statistics on untapped human capital; Population trends in the country; Lack of evidence on the emergence of a skills shortage in the country.

Focuses on the efforts of accounting firms to improve recruitment and retention of office staff in Australia. Provisions of subsidized income protection insurance; Decision of Rosenberg & Partners to put human-resources policies in the manual; Coverage of the profit-sharing scheme on employees.

Presents information on what Australian organizations have focused their training investment on for May of 1999. Statistics from DDI Asia-Pacific showing that companies focuses on technical skills, rather than problem solving or other value-added skills; How Australia ranks with other countries; Australia's seeming unwillingness to tap into employees' intelligence.