Before implementing sweeping layoffs, the first question any organization should ask is, “Is laying people off the only and best alternative?” Recognizing the valuable asset of the workforce and understanding that when business improves, and it will for many companies, rehiring and training new employees will be a significant cost to the organization.

Once you have an effective recruiting and hiring process in place to ensure that you have the right people for the organization, the question becomes, “How do you keep them?” After all, if you are going to invest the time and money to recruit and hire the best of the best, it is self-defeating to drop the ball after the employee comes on board.

The foundation for employee retention that supports the recruiting and hiring processes is a strong orientation program that conveys the culture of the organization and ensures that new employees understand their role in delivering on that culture. It clearly communicates expectations of employees’ behaviors and actions while on the job and provides the tools that enable the employees to deliver on those behaviors and expectations.  Most companies have an orientation of some kind. But I am not referring to eight hours in a room reading from the policies and procedures manual.

 So what are the elements of an effective orientation program, taking into consideration...

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Once you have attracted people who are the right fit for your culture, you must select those who have the ability to most competently deliver on the tasks required.

One of the biggest challenges for companies is hiring the right candidates for their jobs and their culture. The reason is that most managers have not been trained in the art and science of hiring human beings. They cite the most common reasons for hiring wrong-fit employees as:

- Hiring decisions are based on personal preference

- Managers may hire people because they like the way they look, smile, dress, act, or speak

- A manager may hire someone that they perceive to be like them or like someone they know and like

- The candidate may be good at one or two aspects of the job and the hiring manager eagerly assumes or hopes that the candidate will be good at other aspects or that the candidate can learn other aspects

- The interviewer takes the candidate’s word that they have the experience and skills to do...

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