IntroductionThe current economic downturn has a huge influence on businesses. The field of human resources management (HRM) is no exception. Common practices in these times in HR departments are not hiring new employees, making layoffs, not paying overtime, cutting costs including salaries and bonuses, cutting programs training and early retirement, etc. What has happened in my country, Japan, since the start of this financial crisis is very different from previous recessions like the one in the 1990s. For example, TOYOTA started reducing working days from five days a week to three or four days a week in most factories instead of layoffs. Eventually, they decided to temporarily close some of them. This was a very shocking event for the Japanese since TOYOTA is a world famous and major automobile manufacturer. This essay will first introduce downsizing as a common HRM practice during recessions from the perspective of cost reduction and alternatives to layoffs. Then it will also show the role of training during the economic crisis. Finally, it will discuss how the financial crisis affects fairness in human resource management using examples of gender pay gaps, age discrimination and the transition in perception of equity in the case of Thailand. The essay also discusses what should be implemented as reduction and training strategies during a recession. It also explains how HR departments can consider fairness in such a difficult time when it comes to layoffs and salaries, as "fairness" is a key word in today's human resource management, such as equal pay and equal opportunities. Downsizing – Cost Reduction Cost reduction is the first effort that is considered in all departments during an economic downturn. Aycan and Kabasakal (2006, pp. 492-493) argue that focusing on cost reduction in HRM should...... middle of article......-23Pudolowski, EM (2009) . There are benefits to managing human resource costs in a declining economic environment Quarterly, Forth Wuarter, 25(4), 37-44Rao, MS (2009). Is cutting back on development and training during a recession a good idea? A look at the IT and ITeS sector in India, DEVELOPMENT AND LEARNING IN ORGANIZATIONS, 23(5), 7-9Robertson, SR & Dayal, V. (2009). When less is more: managing human resources with fewer staff, Compensation Benefits Review, 41, 21-26Rowey, C & Bae, J. (2004). Human resource management in South Korea after the Asian financial crisis: emerging models of the labyrinth, Institution Studies of Management & Organization, 34(1), 2-82Tzafrir, SS & Eitam-Meilik, M. (2005). The Impact of Downsizing on Employee Trust and Practices in High-Tech Firms: A Longitudinal Analysis, Journal of High Technology Management Research, 16, 193-207