A firm has been on the brink of closure twice in the past 10 years. With a workforce that has been reduced from more than 10,000 to just below 3,000, there have been virtually no new hires in a decade. Today, through ingenious transition planning, the organization finds itself in a position to hire. This has been a challenge for IT where the old guard is now faced with a new breed of IT people current in all the latest trends and eager to make change happen. Any ideas on building the team?
— Old Guard, New Tricks, consulting, Ontario, Canada
What are the key components to successful orientation of new employees, from both the employer and employee perspective? Once the offer letter has been extended, signed and returned, what should be included in the process to give a good and lasting impression?
— Appearances Matter, human resources consultant, finance/insurance/real estate, Philadelphia
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