Soft vs Hard Copy Employee Handbooks

I was having dinner last night with an old personal work friend, her spouse, and one of the major players (president) in a firm where my friend currently works and the topic of handbooks came up. Well, you can imagine that in my mind I thought there is only one way to go and that is electronic but I was caught off guard to find out that there are still some that feel paper is the way to go. Needless to say, it was a hot topic that not only incorporated the need for a paper version of a handbook but also who is responsible for informing employees of changes in policies. From a hard copy prospective, surely it is the company that needs to inform employees with updated versions of page, partial or complete changes. On the soft side, my feeling that the company is responsible for tell employees that there are changes to X,Y,Z and you can find them on the employee intranet. But to make sure that people read it you need an electronic footprint when employees go to the intranet to access the handbook. This is your insurance policy that allows you to track who does and who does not keep up to date on policy changes. Yes, soft copy is cost effective, real time, and gets to everyone, fast and easy. Hard copy well some may get, it some will throw it away, some will file it and never look at it. Which to you is more efficient.

The dinner was great, the dinner companions inspiring and the discussions provocative, insightful, and in some cases contentious. But in the end given the markets some may need hard copy and some soft but the real way to go in today's world is electronic.

As usual, your comments are welcome at wgstevens2@gmail.com and I would like your own personal insights.

What is HR's Role in M&A?

Mergers and acquisitions in today's world is a very complex issue. If you look at history, 50% of all acquisitions fail within the first 2 years. Why?, because there is a failure to fully assess the target company to determine if it:

1. fits into the organization, and how it fits, stand alone, integrated, or subsidiary;
2. the proper due diligence is not done;
3. culturally does the target company fit into the organization;
4. is there a clear integration plan, fully defined, time lined, and stuck to;
5. has all the employees been fully examined and determined to be part of the new company.

These and many other questions are not fully answered in the pre-due diligence process. So the question can be asked, what is human resources role in all this? Well talking from experience, if HR is not on the front end of the process the chances of the acquisition to succeed becomes less viable. So, for all of you in HR, you need to be on the front end of the process to assess these very elementary questions and steps.

In the due diligence, a seasoned HR professional should view all the information in the data room the same way that a financial person views the data. There are hidden elements in the balance sheet, costs hidden behind non-related elements and most of all, the employee population needs to been clearly sifted out and analysed.

Having done more than 50+ acquisitions in my 20+ years in HR I can attest that if you do not take a lead role in the entire process, the chances of the integration of the acquired business will go astray. Each of you need to think hard and discuss with your CEO, COO, CFO the role you have in M&A and if it is not a lead role then you need to be there, just like being at the table with the other senior executives.

Over the years I have developed a complete set of guidelines, items to analyse, plan techniques, and above all a financial approach to due diligence. There are some companies out there that really know what they are doing and have a methodical approach to M&A. The two that immediately come to mind are GE and Cisco.

So, what are your thoughts on this very important topic and please feel free to comment or email me at wgstevens2@gmail.com

A comment from a viewer:

I love the blog. I find it refreshing and informative. It gives us HR professionals an injection of knowledge, we probably already know or are aware of, but do not take the time to refine.I very much enjoyed reading the information and plan on continuing to read.

Building a Successful e-Learning Strategy

E-learning can be a very effective tool for organisations wishing to develop staff or provide training in new products and processes.

E-learning can also greatly assist in compliance training, the training required by law to ensure employees have the knowledge and skills they need to comply with relevant laws and regulations.

E-learning can also be a disaster if it is not managed correctly. It is not a panacea, it is a means to an end. To be successful, e-learning has to have the right fit with the organisation. It should not be chosen because it is fashionable. It should be chosen because it is the most efficient and effective way to meet the identified learning need.

Like most change implementations in organisations, success comes from careful planning and execution.

The normal project management principles apply. Special attention should be placed on managing expectations, ensuring management commitment and involving other key stakeholders.

The credibility of the e-learning implementation team is critical. The introduction of new methods and technologies can create hesitation at both the employee and management levels. This hesitation can be overcome if people have confidence in the people leading the change.

Change management involves planning for the change itself as well as planning for the introduction of the new techniques or processes.

The starting point for an e-learning project involves consideration of both individual and organisational issues.

At the individual level, the likely reaction to e-learning by employees needs to be identified. Have they had exposure to e-learning previously? Are they computer literate? How do they generally react to change? These are just some of the questions that should be considered at the individual level.

At the organisation level, the key business drivers should be identified. How urgent is the learning need? Are employees geographically disbursed? How critical are cost factors? How critical is ROI (Return on Investment)?

If the needs of individuals are satisfied, then there is some likelihood that organisational needs will also be met.

Resistance to change will be minimised if the e-learning is aimed at the right level and the correct organisational cultural fit has been determined. Cultural fit includes consideration of the employee profile, organisational approach, technology adoption and the like.

Some e-learning implementations are basic, others very complicated and detailed. The right implementation builds on an established base. If existing learning methods are basic, then the initial e-learning implementation should be basic as well. If the organisation is sophisticated, then the e-learning system can also be sophisticated. In fact, it will probably be expected. This does not mean that we should only aim for the basic level - e-learning is a wonderful opportunity to stretch the organisation, by introducing new methods and approaches that take advantage of technology.

Technology is improving all the time. The growth and diversity of mobile devices (cell phones) and PDA's (Portable Digital Assistants) make JIT (Just-in-Time) learning a real possibility. This is exactly what modern organisations require - effective learning when needed, in an easy to access form.

The growth in these new technologies is one of the issues to be dealt with when considering expectations management. People talk about the possibilities fairly easily. It is a different matter to have these new technologies work exactly how you expect them to.

Many e-learning projects have achieved significant savings. E-learning can cover a large number of people in a short period of time. Travel times and travelling expenses for participants and trainers can be significantly reduced and/or eliminated, particularly in geographically disbursed organisations. Here in Australia, distance can be a major problem. Nationally based, and even state based organisations, for example an organisation serving Queensland, can have small numbers of staff spread all over the countryside.

A good e-learning project can save a lot of money. I recommend conservative financial and savings estimates, so the final result comes within budget or with even greater savings than predicted.

The management of expectations applies to both management as a group as well as individual employees.

Keeping expectations at the right level throughout the project is critical. Statements and claims made must be achievable. In conversations, misunderstandings have to be clarified immediately. Communication has to be ongoing and feedback mechanisms need to be in place. You need to know how your message is being interpreted.

High management expectations will also reinforce management commitment. High expectations help in gaining support. If expectations are too high or unrealistic, problems will occur when the situation is corrected and actual achievements are made known. Management support can quickly falter, so avoidance of misunderstanding is critical.

Similarly, other stakeholders have to be kept informed. Reports should be accurate and up-to-date. Good communication and ongoing engagement are essential. Having 'a finger on the pulse' encourages ongoing, positive commitment.

There are many variables in an e-learning project. Each one will be different. A solution that has worked for one organisation may be problematic for another.

The learning topic must be suitable for an e-learning approach. Traditionally, this has been information type training - new products, policies, approaches, etc. The ability to include simulations and other avenues for dealing with skills issues has broadened the types of training that can be covered. The first questions to be asked concern the suitability of e-learning to the topic area. Is the topic suitable for an e-learning approach? Is the training predominately information or skills based?

As mentioned in the introduction, compliance training is a typical e-learning application. In some cases, employees may have some existing knowledge and skills. E-learning can include pre and post course testing. The pre-test means employees can start at their own level and the post-test provides concrete evidence for compliance audit purposes. This design feature encourages the use of e-learning in compliance training.

The second group of questions relate to the proposed target group - the people who need the training.
What is their exposure to e-learning? What is their attitude towards the subject area? Is the training need information or skills based, or is there some attitudinal change required as well?

If attitudinal change is required, the level of sophistication of the learning design grows dramatically. In some cases, e-learning may not be suitable.

Participant background is important. Participant numbers and location also add to the situation. The larger the number, the more cost effective e-learning can be. The greater the geographic spread, the more cost effective e-learning becomes. In some cases, particularly if time pressures are also strong, it may be the only option.

We have covered the learning topic and participant profile. These two issues start to shape the project, but there are many more to be added.

Consideration of the learning topic and the proposed participants means that the learning method has to be considered. Should the project rely solely on e-learning, or should there be some face-to-face training as well? The design of an e-learning module requires the designer/programmer to anticipate all the likely issues that may emerge and include the content accordingly. An experienced trainer in a classroom might not anticipate every question, but he or she should have the knowledge and skills to be respond in a way that satisfies the enquiry.

Many organisations find blending e-learning with face-to-face contact an effective method. As technology expands, 'face-to-face' is taking on a new meaning as a number of software products now enable 'classroom' style training with audio and/or video and/or text communication by participants in different geographic locations.

The training need should dictate the learning design. Only then should the e-learning method be considered as a possible option.

Although the concept of quickly developed e-learning (rapid training) is being promoted as new software tools emerge, properly designed and executed e-learning can be expensive to develop. However, implementation costs (apart from the participant time costs) by comparison are negligible. If large numbers are to be trained, it can be very cost effective.

By this stage, the possibility of an e-learning option will be emerging. If it does seem viable, the next question becomes: do we have the capability to do it?

Capability is dependent on inhouse resources or the ability to source outside assistance.

Some basic questions:

• What is our e-learning capability (if any)?
• What funds do we have available?
• Is this a once-off requirement, or is this the first of many projects?
  

The answers to these and other questions will start to shape our e-learning strategy for the learning project.

Some organisations will already have e-learning development tools. Others will have to evaluate the many options available and choose one that fits their organisation, both in terms of staff skill levels as well as information technology (IT) requirements. The IT scenario can involve all sorts of complexities related to capacity and complexity. IT becomes an important stakeholder. IT support is critical.

A Learning Management System (LMS) can be basic or very advanced, with costs being proportionate. You need to be able to enroll, track and monitor participation in learning programs. If the organisation does not have an LMS, then careful consideration to acquiring one has to be given. I recommend choosing a basic system if you are just starting out, providing that it is very easy for participants to use.

Lessons from other e-learning implementations should be evaluated. The trend for shorter modules should be heeded. Busy people in complex organisations demand speed. They do not have time for one or two hour modules. They prefer bite-size chunks of 10-15 minutes. This can also be helpful for ongoing learning which corresponds with the Just-in-Time (JIT) training scenario. It is very effective when organisations can provide short, specific topic modules that satisfy an urgent learning need.

It is possible to outsource the learning design and/or content development. Like all outsourcing projects, this has to be very carefully managed.

• Do we need to develop our e-learning skills in-house?
• What are the time constraints?
• Do we need a basic program or are our requirements quite advanced?
• Do we know what we want or do we need expert advice and assistance?
  

Outsourcing can have a number of pitfalls. If you are unsure of what assistance you require, a poorly worded contract accepted through ignorance can cost a lot as the program develops.

A combination of factors (time, cost, ability, quality, deliverables) will shape the outsourcing decision.

In fact, these factors will shape the overall project as well.

This article has attempted to highlight the major issues involved in framing and developing an e-learning project.

There are many variables that can be conflicting. They certainly make e-learning projects potentially complex.

A key to success is to keep the project as simple as possible. If you have not undertaken e-learning previously, start small, perhaps with a specific project that has a very high return on investment (ROI).
Certainly consider your employees, the potential participants on the program. What will make their participation enjoyable and satisfying? How can we provide easy access? What support will they need?

I am a strong advocate of developing questions, like the ones above, so that the answers provide key information to help guide the project. Finding the answers to the many questions raised in this article will help plan, design and implement a successful e-learning project.

Change management involves managing the change as well as the outcome. Maintaining communication and managing expectations will help significantly.

In the end, success depends on identifying all the issues and developing appropriate responses. The credibility of the implementation team will be greatly enhanced if this approach is adopted and implemented.

Have You Hardwired Your Workforce?

In an economy like what we are experiencing today one of the first budget cuts we see is usually in training & development. As we all know, training is one of the key life bloods of an organization that builds your workforces skills and is a platform for growth.One of the key elements for continuing training of your human capital is instilling that training is important to them and that they should take the time to expand their skills, grow their competencies, and make it a ritual in their working lives. So how do you do this? Here are a couple of important guidelines:

1. make sure there is a solid training strategy that ties to the corporations' goal/objectives
   keep the training budget as much in place as possible
2. make sure your managers buy into the training strategy
3. managers must emphasize that training is important to them
4. offer eLearning options for your employees through companies like Skillsoft
5. provide time each week for learning
6. show the outcome of skills training so people see the end result
7. post notices on your intranet regarding skills training
8. make sure that you subsidize if not pay in full the training that people take that is relevant to their current position or one that in next in line for them. There has to be a solid ROI.
   

These are just a few areas where you as managers and leaders of organizations can ensure that you build and maintain the most competent workforce that will help you drive revenues and profits. It will also help reduce turnover and build loyalty within the organization.
Your comments are welcome.

The Millenial Workforce

There has been much publicized about the "Millenial" generation and how managers should manage this unique group of new workers. On 60 Minutes, Mike Wallace spoke to professionals on how to deal with this group of workers and what it will take to motivate them. Certainly different from Gen X, Baby Boomers, and for that matter Gen Y these workers are on the go every minute.

They multi task, are tech savvy, cleaver, resourceful. They have different priorities than other generations, and it is "all about me". What managers need to do is to focus on how to motivate this group, rather than dictate tasks and a get it done mentality they need to nurture them, guide them and make them believe that the task at hand is all about them. As managers, we need to be flexible, throw out the given standards of management and create a new book that will help their workers be productive, reward them profusely (plaques, open acknowledgement of successes, games, down time, interior games, cool working environment, and above all understand where their mindset is not compared to the status quo. You as a manager become part therapist and truly a coach. If you have problems readjusting to this new breed of worker, get help from a consultant to help you though this new process for management.

If you don't change your recruiting process and accept many positions in a short period of time, rethink your management style you and your company will have a smaller number of potential workers to draw from the talent pool.

A good introduction to this Millenial workforce can be viewed at the following website: http://www.cbsnews.com/sections/i_video/main500251.shtml?id=4126233n&channel=/sections/60minutes/videoplayer3415.shtml

High Velocity Culture Change

Most managers are not good at cultural change especially when they are the front line to lead changes in the organization. Changing the culture in an organization is hard, heavy duty, and battle intensive for those responsible to lead that charge. Most managers do it as well as employees by taking the lead from their managers because the have to. Not that they want to but it is part of the survival process in an organization.

I would recommend the following if you are the person(s)/group(s)/executive team leading this major effort to keep pace with the changing environment, business, and any successors and/or assignees in an acquisition:

• Use methods that are not standard operating processes - this will make people operate out of their existing cultural orientation;
• Change should be guided by where the organization needs to go rather than laborious cultural analysis and metrics. Make sure that the new highway for change is "clear to all employees" and that managers "get it and preach it"
• Blow up current understandings, destabilizing the organization so they have to move in a different direction. This will provide new energy in the organization;
• Each facilitator/manager/group/executive team member has to show that they care more;
• Change the reward system and the milestones along the way so people understand there is a payoff for the change;
• Communicate more than ever and often, clearly articulating the logic, acknowledging the changes, and their effects along the way;
• Promote what you want the end result to be and how it will affect the organization, revenues, and profits;
• Make sure the people feel free from the old system;
• You need to expect that there will be people who will not buy into the new culture, loosing some valuable human capital along the way;
• Make sure all employees are involved; set up project leads - interdisciplinary and cross cultural
• Blow up the bureaucracy along the way making structural changes that fit the final cultural goal;
• Lead by example and as in Field of Dreams, "they will come(follow)";
• Bring in new people and do not trust loyalty too much;
• Make sure each manager/group/executive team member surrounds himself or herself with strong supporters;
• Encourage people to think and act differently about their job, customer, and each other that builds on the culture you are creating;
• and finally make sure that you train people, re-orient the organization.

I hope this helps for those of you that have to change and lead cultural change in your organization.

Hiring in a Recession

It is common fact that when the economy slows down, and company revenues drop in some proportion that most companies pull back on resources, cut spending, headcount, curtail travel, reduce project funding, freeze the hiring process or scrutinize the hiring process that draws it to a standstill. Human Resources is the gatekeeper of the hiring process and in some or most cases takes the brunt of the criticism for stalling the flow of applicants and offers.

In one particular case it is important to keep the hiring process in full force and that is in sales. If there is one sure way to demotivate this revenue generating group it is to (1) freeze hiring, and (2) reduce headcount hoping and expecting that this reduced headcount will sell more by working harder. NO, it is a sure way to see revenue fly out the window with a demotivated group. Keep them incented with perks, spiffs, and any other acknowledgement of success they have that keeps this "engine that can" going.

Having seen this over my many years in business I have learned that you continue the hiring process for sales and that will help minimize the economic effect recessions have on business.

Tell me what your thoughts are on this important topic.

What are your best (worst) examples of corporate Gobbledygook?

This question came up on Linkedin and my answer was as follows:

"Lots of acronyms for stuff that has no affect on revenue or profits. The worst case is the term "solution" but no one to implement it and the best is "case study" that made a direct impact on the top and bottom line. "

The Secrets of Successful Strategy Execution

In the June 2008 issue of Harvard Business Review, Gary Neilson, Karla Martin, and Elizabeth Powers delve into the issues around execution failure and how so any companies focus on the wrong areas. The key areas of successful execution and what matters most are information; decision rights; motivators; and structure.

This article digs into the the 17 fundamental traits of organizational effectiveness. The key role of human resources executives is to make sure that they keep the management team focused on the right elements to insure strategy is carried out and the goals of the company are met. One piece of this is to make sure that your, the HR executive, sits at the table and has as much input as the other key members of the team. Decision time, and layered weightings causes delays in success and the adage " time is money" surely comes into play here.

Read the article, it is a mind altering content driven, research backed must read. Your comments are surely welcomed.

Department of Labor Issues Proposed FMLA Regulations

On February 11, 2008, the Department of Labor issued much-anticipated proposed regulations impacting the Family and Medical Leave Act. These rules, which seek to clarify existing regulations, are open for public comment for a 60-day period.

Additionally, although these proposed regulations do not include specific proposals for implementing the new leave provisions for family members of military personnel, the DOL does seek public comments on such rules.

While the proposed regulations do not provide as much relief from administrative burdens and confusion as employers had hoped, it is important that employers understand the major areas of difference between them and the existing regulations.

Employee Eligibility Standards
In order to be eligible for FMLA leave, an employee must have twelve months of service with his or her employer and have worked at least 1,250 hours during that 12-month period. The months of service need not be consecutive, but the proposed regulations clarify that employers are not required to count prior periods of employment which occurred before a break in service of more than five years. Exceptions are made to this rule, however, for military service or certain other approved periods of unpaid leave after which the employer has agreed in writing to reinstate the employee. Similar exceptions are made to the requirement that employees must have worked 1,250 hours in order to be eligible.

Serious Health Condition
Despite numerous requests from employers and health care providers to clarify the definition of a "serious health condition," the DOL made very few revisions to this area of the regulations. Currently, the regulations provide for leave in connection with a period of incapacity of more than three consecutive calendar days so long as the employee or family member has either: (a) one visit to a health care provider plus continuing treatment, or (b) two visits to a health care provider. The proposed regulations clarify that the two visits to a health care provider must occur within 30 days of the beginning of the period of incapacity unless extenuating circumstances exist.

The current regulations also allow for leave in the event of a chronic serious health condition. The proposed regulations specify that in order for a condition to qualify under this definition, it must require at least two or more periodic visits to a health care provider for treatment each year.

Waiver of Rights
The FMLA specifically prevents employees from waiving their rights under the statute. Under the current regulations, confusion developed among the courts over whether this prohibition only covered prospective waivers or also included retroactive waivers, such as those contained in settlement and severance agreements. The proposed regulations clarify that while employees may not prospectively waive their rights under the FMLA, they are permitted to waive FMLA rights retroactively with or without the approval of the courts or the Department of Labor.

Employer Notice to Employees
Under the current regulations, employers are required to designate leave as FMLA-qualifying within two business days absent extenuating circumstances. The proposed regulations extend this period and require that employers notify employees whether a planned leave will be FMLA-qualified within five business days of learning of the employee's potential FMLA-qualifying condition.

The DOL proposes that this notice to employees include eligibility information, employee responsibilities and the consequences to an employee in the event of noncompliance. Additionally, if a planned leave is found to be nonqualifying, the employer must explain why in the notice. To assist in implementing these changes, the DOL has further proposed a new template notice form.

Finally, following the U.S. Supreme Court's decision in Ragsdale v. Wolverine Worldwide, Inc., the proposed regulations clarify that employers may retroactively designate leave as FMLA-qualifying, provided doing so does not cause harm or injury to the employee.

Employee Notice to Employers
Existing regulations provide that an employee does not need to mention the FMLA specifically in order to invoke its protection. In response to comments from employers, the proposed regulations do, however, require employees to provide specific information to employers before the employer's FMLA responsibilities are triggered. Specifically, the proposed regulations provide that an employee's notice of leave should include: (a) some indication that a condition renders the employee or family member unable to work; (b) an estimated duration of the absence; and (c) whether the employee or family member plans to visit a health care provider. Moreover, the proposed regulations clearly provide that an employee cannot trigger the employer's obligations to further investigate whether an absence is FMLA-qualfying simply by calling in sick.

The proposed regulations further provide that employees must respond to inquiries by their employers for the purpose of determining whether an absence is FMLA-qualifying. If they do not, denial of FMLA leave is appropriate.

Medical Certifications
The proposed regulations clarify that sufficient medical facts to support the existence of a serious health condition may include information about symptoms, hospitalization, doctors' visits, prescription medication, referrals for evaluation or treatment, or any other regimen of continuing treatment. Additionally, the proposed regulations clarify that health care providers may provide information on the diagnosis of the patient's health condition, but are not required to do so in order to complete the certification form. In an attempt to streamline the medical certification process, the Department of Labor has also proposed a new medical certification form.

Contact with Health Care Providers
Current regulations generally prohibit contact between employers and health care providers. The proposed regulations, however, create an exception which permits employers to contact physicians directly if "an employee's serious health condition may also be a disability within the meaning of the Americans with Disabilities Act." Employers choosing to avail themselves of this exception, however, must be mindful to follow the additional restrictions imposed by the ADA. An employer may also contact an employee's health care provider to seek clarification and authentication of medical certifications.

Fitness for Duty Certifications
In response to numerous comments from employers, the proposed regulations remove the provision that a fitness-for-duty certification must only be a simple statement. In its place, the DOL proposes to reinsert the original statutory standard requiring the employee to submit a certification from their health care provider stating that they are able to resume work. To further allay safety concerns, employers are permitted to provide employees with a list of their essential job duties. This list must be provided along with the eligibility notice and must be accompanied by notification to employees that a fitness-for-duty certification is required. If such a list of essential functions is provided, the employer is permitted to require the employee's health care provider to certify that the employee can perform each individual duty on the list before allowing the employee to return to work.

Is HR about people anymore?

Our profession continues to have more in-depth business responsibilies associated with the board room that detract us from our core area, people. Our human capital sometimes gets lost in that matrix. What we all have to remember is "people are our business". The true HR professional has to strike a delicate balance between business and people all the while remembering who our customers are, "the people". Our board room is where the people are.

HR Strategy

From Accenture:

In the past two decades, a company’s workforce has become increasingly important to business success. So much so that most senior executives now view people and workforce issues as a critical competitive differentiator and one of their top agenda items. A superior workforce gets support from highly effective, flexible and business-oriented HR and learning organizations. It is essential to achieving a company’s objectives and taking greater strides toward high performance.

Check this out - http://www.accenture.com/NR/rdonlyres/F842BBE6-E136-4D43-8519-4A80731C7AB4/0/AccentureHighPerformanceWorkforceexecsummary2006.pdf

Keeping in Touch

There was an employee who went out on disability some time ago and was helped by the HR department in setting up his details with the outsourced ASO. Well, this person has been out for almost 8 months and since his leave he has never heard from his HR department unless he called them.

The sad point of this example is that when employees go out on leave they become disconnected from their organization. To help them cope with this new situation it is critical that the HR practitioners keep in contact periodically with these employees to help them say "connected". It is part of HR's responsibilities and helps the stigma of disconnection. The key take-a-way is that even though employees may not be at a facility they are still customers.

HR sometimes gets a bad rap. Your comments are appreciated, please send them to wgstevens2@gmail.com and they will be posted.


From a friend who has had an experience:
Hi Bill, I found this posting particularly relevant as this coming August will be one year since I had to go on disability due to health issues. Not only was my health situation totally unexpected, now, nearly one full year later, I find myself still having to adjust to new routines and perhaps, more importantly, the absence of older, familiar and habitual patterns. To say that my ordeal has been a complete shock to my system is putting it mildly. Personally, I would have deeply appreciated some (Any) form of proactive HR contact from my Company. Even though I was a "top performer" during my tenure with my organization, one can only rest on their laurels for so long without becoming somewhat fearful of their having a place in the future. Certainly, I would really have loved it--on both a "human" (i.e. "we care about you") level, as well as on a professional one. For myself, as well as for any others who may find themselves experiencing what I have, in the future, I sincerely hope that some HR Reps will take what you have said here to heart, and at least make attempts to contact those empolyees who, through no "fault" of their own, find themselves in this weird and highly uncomfortable limbo land.

What is the future for Human Resources

HR plays a critical role in any economic environment and most critical in a recessional economy. The keys to success are: stay close to the CEO, make sure strategy is aligned with HR strategy, stay close to your customer base, add value by testing the theories of the company, products, and services.