The company decided to _____ ten new employees to handle the increased workload.

‍After the merger, several positions were made _____ and employees received severance pay.

The HR manager conducted the annual _____ reviews to assess each employee's performance.

New hires must complete a two-week _____ programme before starting their role.

The company offers a competitive _____ package that includes salary, pension and health insurance.

The employee filed a _____ after being passed over for promotion without explanation.

Due to poor sales, management announced a _____ of 50 staff across several departments.

She was given a _____ to the Paris office for six months to support the new team.

All new employees spend three months on _____ before their contract is confirmed.

The HR department is responsible for processing the monthly _____ and ensuring all staff are paid on time.

High staff _____ is costly - it is far cheaper to retain good employees than to constantly recruit.

The employee was _____ for gross misconduct after stealing from a colleague.

The company introduced flexible working hours to improve employee _____ and reduce absenteeism.

The position has been _____ internally, so all current employees may apply before it is advertised externally.

She has 25 years of _____ with the company and is entitled to extended annual leave.

The union negotiated a better _____ agreement, securing a 5% salary increase for all members.

The company carried out a _____ analysis to identify where employees needed further training.

He gave one month's _____ before leaving his position, as required by his contract.

The two colleagues decided to _____ the marketing manager role, each working three days a week.

The HR team conducted _____ interviews to understand why so many employees were leaving.