I read a great article in the March 2010 Harvard Business Review. According to their research, twice as many Indian leaders as U.S. leaders think that human capital drives business success. Among the Indian firms they studied, 81% of the heads of HR reported that employee training and development was essential to building competitive organizational capabilities, whereas according to a survey by the American Society for Training and Development, only 4% of U.S. Chief Learning Officers head that view of their own operations. Their research demonstrates that they place an intentional focus on employee motivation by:

An employee will remember their first day of work at a new job. They will remember if their new manager and team were eagerly awaiting their arrival with warm smiles. They will remember if their workspace was ready with an internet connection and ready phone line and even more so a welcome package on their desk; not just with typical HR paperwork, but maybe a company logo t-shirt, set of pens or coffee mug. The first day will set the tone for their new job. And the level of effort put forth by the employer to welcome their newest hire over the months to follow could possibly determine the length of their stay and their level of productivity. The area’s top employers recognize the trends associated with new hire orientation and employee retention and are adopting robust assimilation programs. These programs are targeted toward:

With increasing fears surfacing about the impact of H1N1 on businesses, many employers have relied on contingency plans to ensure readiness. H1N1, also known as the Swine Flu, has already begun impacting businesses worldwide, forcing all industries to be prepared. Consider the following scenario: You are the CEO of a successful consulting firm that relies heavily on fellow employees and technology to aid in everyday interactions with your clients. A Division Head has just returned from a business meeting in New York and has called a team meeting. Although he appears to not be feeling well, his first instinct is to shrug it off and continue with his meeting. The next day, five employees arrive at work feeling sick. By the third day, it is confirmed that the entire office has been exposed to the H1N1 virus, so the firm is forced to close until further notice. Because the team has never adapted to working entirely in a remote capacity, serious problems arise very quickly. Within a week, chaos ensues as communication breaks down, leaving multiple clients without support. If the firm had adapted a continuity plan for an outbreak like the H1N1, then the team would have been able to function remotely using their pre-planned flow of communication. Within this continuity plan, employees will have all of their questions answered in a simple guide to successfully working in a remote capacity that will best serve the client needs. The CEO in the scenario above failed to implement a plan as part of the company's best practices, which quickly led to the firm's loss of credibility among the business sector of the community. To avoid being this CEO, the following tips have been outlined by Entrepreneur Magazine in a simple, six step plan that may be modified accordingly:

Best Practices: RIF Tips for Management Reductions in Force (RIF) usually come at a time when companies can least afford distraction. Operations become significantly harder as you work through the process of notifying workers, supporting current employees, and finding ways to compensate for staffing changes throughout your organization. These changes will take a significant amount of management bandwidth and a thoughtful and well-implemented RIF strategy. Downsizing your workforce may be the most viable solution to counteract decreased revenues and difficult economic challenges, but should never be a "knee jerk" reaction. To ensure that your company will get through the process unscathed, we've compiled a set of Best Practices and Considerations in Conducting a RIF. These include: Get HR Involved at the Beginning Explore Alternatives to Layoffs Consider ALL the Stakeholders Mitigate Legal Risks Don't Focus Solely on the Short Term Tip One: Get HR Involved at the Beginning A successful workforce reduction process requires careful and early planning. Companies that get through the process with minimal difficulties utilize Human Resources as a trusted advisor. Work with your HR department today to develop systematic processes that identify company-wide, department, and individual criteria that will be used for the RIF.