Recession's Impact on Recruitment

Innovation: The dilemma

Innovative ideas are not always popular. It takes hard times to open our minds to innovative ideas. When things are going well enough there is no need to be innovative because innovation means moving outside our comfort zone.

If you believe you are an innovator, then now is the best of times. Remember, you need to be tough because you will cause discomfort and you will not be popular. If it is popularity you seek, then this is the wrong path.

With all the talk about innovation we forget that not everybody can be an innovator. Your most successful innovations in the long run will make you very unpopular in the short run. You’ll upset the established order and cause discomfort to those who depend on that established order. Don’t look for approval, its not there. You must be an innovator only because you have to be and you need to be tough enough to handle the slings, arrows and disapproval of those you threaten.

Remember that Innovation is an art, not a science. Jean Cocteau an innovator in the arts, was an innovator in many fields; in poetry, writing, design, theatre, and film-making. He made himself unpopular in the short run and kept on doing what he did anyway because he was different and he had to. Eventually, he became famous and accepted as part of the 'establishment'. The curse and dilemma of all innovators.

Cocteau said, "Anything of importance cannot help but be unrecognisable, since it bears no resemblance to anything already known." So don't confuse innovation with merely making incremental improvements to existing ways of doing things.

He also said: "Listen carefully to the first criticisms of your work. Note carefully what it is about your work that the critics don't like, then cultivate it. That's the part of your work that's individual and worth keeping." Do you believe in what you are doing, enough to persevere in the face of veiled threats, withering criticism or deafening silence?

Beware of so called innovators who become very popular very quickly, their easy popularity is a signal that whatever it is they are doing, it is not innovative.

Executive Pandemic Preparation

With the H1N1 swine influenza spreading across the world, it's a good time to discuss and update your pandemic plan. If you do have a plan. If you don't have one, you are putting your organisation at great risk.

There are measures that can help organisations and that will guarantee the continuity of their operations but for organisations with outdated or without pandemic preparedness plans, the first step is for the executive management team to establish 'the policy'; guiding principles for the coming weeks and months which address duty of care responsibility and then to communicate this policy and those decisions, to the workforce.

There are also policies and protocols that can have a strong impact in countering a pandemic emergency.

Organisations should ask themselves the following ten questions:

1. Have you defined reliable information sources that you will monitor for situational awareness in the event of an influenza pandemic?

It is essential to ensure that the information sources you choose are reliable, appreciate nuances and bring a degree of expertise and analysis to these types of events. The information gathered from these sources will be critical for your decision-making process and you want to make good decisions based on the best possible knowledge available.

2. Has top management documented a "policy"? A set of guiding principles that outlines:

• The commitments the firm will make to protect employees and ensure duty of care
• The types of programs the firm will keep in place
• The budget available for planning
• The executive person responsible for implementing these programs

When considering guiding principles during a pandemic, there is a variety of options companies can take. It is important for companies to confirm their guiding principles early on, to control and guide the planning effort.

3. Does the firm have in place a robust Crisis Management & Communications program that will allow executives to make key decisions on a timely basis and communicate messages to both internal and external stakeholders?

Influenza pandemic is a prolonged event and will require management not only to assess and make decisions in response to changing conditions, but to also accurately and effectively communicate these decisions to all necessary parties. Pandemic crisis management requires a completely different perspective, analysis and action-plan than natural disaster crisis planning. The question in pandemic planning, is not how do we pick up the pieces; rather it is how do we live with this emerging situation over the course of the next 18 months?

4. Is there a Business Continuity program in place that documents key products and services that will receive prioritised attention during a time of reduced staff availability?

If only 50 percent of staff is in the workplace on a particular day, which business activities will be conducted and which will be deferred?

Traditional business continuity is based on putting people back to work after sustaining a loss to a building, equipment or other operational systems. Pandemic business continuity planning completely turns this concept on its ear; the building is intact, the systems are functioning but there is a shortage of people. In this scenario, you will have to establish priorities for your reduced workforce and you will have to consider what functions are not absolutely essential to your organization at that moment and defer these functions.

5. Has the firm implemented a robust employee health program that will guide safe workplace protocols, such as facility access, social distancing, and surface cleaning?

In the event of an influenza pandemic, the goal is preventing the virus from spreading. This prevention is applicable for public systems, such as trains and buses, to households and to businesses. Surface cleaning and social distancing both prove effective and can have a major impact. The conventional perspective is that people are universally susceptible to influenza pandemics and we must rely on these approaches to limit contagion.

6. Has the firm documented HR provisions that outline actions employees should take if they become ill and how to handle sick leave and family care issues?

Just as with any other company initiative, people need to know what to do. It sounds so simple, but if you don't provide clear instruction regarding sick leave, employees will show up to work sick and ask whether they should stay or go. You need to remove any uncertainty in the mind of the employee so that they can stay home and get better without risk of spreading the virus to other employees.

7. Are key strategies for remote connectivity of workers backed up by actual IT capabilities in terms of VPN bandwidth and hardware availability?

The 'go-to' solution for many companies during a pandemic is simply to have employees work from home. However, more often than not, there are real IT limitations to this strategy. You need to be realistic and ask whether your existing IT infrastructure can support your entire workforce working from home at once. I can tell you now that the answer will be a resounding 'No'. Business plans need to take into account how the IT systems work.

8. Has the firm prepared guidance for expatriate employees and mobile workers? Does the firm have the ability to re-create travel patterns for employees, to support investigation into risk exposure?

This goes back to ensuring that your sources of information are reliable and establishing your guiding principles. In normal circumstances, the need for travel policies is clear, but you have to determine whether you will restrict all non-essential travel for employees. When considering expatriate employees, you must decide what care you will offer them and at what point will remove them from their current location.

9. Has the firm discussed its pandemic preparedness efforts with key vendors, suppliers and other business partners?

Even the strongest in-house pandemic preparedness program can be rendered worthless if the company has a dependence on a third-party that is compromised. This is true not only for manufacturers, but also for professional services providers. Companies with an outsourced IT call centres or outsourced legal support, etc., could be left without critical business functions if their outsourced operations are compromised.

10. What is the firms position on the procurement and stockpiling of both pharmaceutical and non-pharmaceutical protective measures? If there is a formal program, who is responsible and are all key provisions up to date?

Stock piled Anti-viral treatments are receiving so much attention right now that it is almost tempting to mistake them for a pandemic preparedness program. They are not. You are advised to look closely at your guiding principles, to determine whether these treatments fit your needs and whether you will procure either or both protective measures. The decisions on both pharmaceutical and non-pharmaceutical protective measures will vary from firm to firm and will vary with circumstances.

Remember, a Business Continuity Plan (BCP) normally prepares an organisation for disasters that have a sudden onset but a limited scope, duration and geographic location. A pandemic outbreak by nature is unpredictable, so the plan must be much more flexible.

We know that pandemics are not limited by geographic location. Most pandemics come in waves that can last from four to six months and that absenteeism is the single most serious threat to businesses.

Most official guidelines recommend the following as a starting point:

• Develop communication strategies as well as preventative and mitigating measures. These should include sourcing supplies to protect employees, pandemic monitoring, and employee education.
• Have a documented strategy that deals with a pandemic outbreak in emerging stages (detection, regional outbreak, local outbreak, etc.)
• Have a documented policy and strategy that includes the facilities, procedures, people and systems that are needed to keep your business up and running.
• Don't just have a plan, test it and update it.
  
• Monitor and review the plan regularly to keep it up to date.
• Secure the services of a Pandemic BC expert and take head of good advice.
  

The current H1N1 swine flu is not thought to be the most virulent of pandemics, which is great news but it does give us a 'wake-up' call. Let's dust off those old plans and bring them up to date and don't forget the demand on scarce resources that will occur during a 'real' pandemic outbreak.

H1N1: Egypt pig slaughter prompts religious discourse

Egyptian police have clashed with pig farmers after announcing a cull to allegedly combat swine flu. Egypt has ordered the slaughter of 300,000 to 400,000 pigs as a so called, "precaution" against the effect of H1N1 virus, a move the United Nations said was "a real mistake"

These drastic and extreme measures have been taken by the north African country, although it has yet to report any H1N1 cases. This over-reaction could be due to the fact that Egypt was hit hard by bird flu in 2005/6 or there could be different, more fundamental reasons.

In Cairo, police fired tear gas at farmers and protesters who pelted them with rocks and bottles over fears they had come to seize their pigs. At least ten people were injured in the clashes in Manshiet Nasr, a shantytown on the outskirts of the capital city. Residents burned tyres and rubbish in the street to keep police at bay. Three officers were also injured in clashes with pig farmers in other areas of the capital.

The sad truth is that the H1N1 virus is being spread by people, not pigs. Destroying innocent and valuable livestock and the devastating effect this will have on the owners and their families, is beyond measure. In this poverty stricken area, these people are fighting for their lives.

Some political commentators say that culling swine, which are mainly raised by the Christian minority and viewed as unclean by Muslims, could have different and more sinister undertones, rather than simply being an extremely puzzling and foolish measure to quell rising public panic.

If this is the case, then a more severe backlash will develop over the coming days and weeks. Loosely targeted at the pigs, their owners and their livelihood, it may well plunge Egypt into increased levels of civil disobedience, fueled by bigotry, extremism and political unrest.

New appointment or promotion can be a day of mixed emotion

“Here is a pen and here is a pencil,
here's a laptop and here's a stencil,
here's a list of today's appointments,
and all the flies in all the ointments,
the daily woes a manager endures
take them all, 'cause now they're yours!”

based on an Ogden Nash quotation

Tamiflu & Relenza Resistance is a certainty rather than a risk

Two anti-flu drugs are commonly stockpiled for use in a flu pandemic: oseltamivir, which is sold as Tamiflu, and zanamivir, which is sold as Relenza. Both work by inhibiting an enzyme called neuraminidase (the 'N' in H1N1). The virus needs this enzyme to break down normal cell walls and to replicate using a mutated version of the victims own RNA.

The 2 drugs act on different parts of the enzyme and resistance to one drug does not confer resistance to the other. The Mexican H1N1 strain is currently classed as being 'sensitive' to both drugs. This is not a 'cure' it is simply a 'treatment' and no one knows how long this 'sensitivity' will last.

The Wu team conducted their study after noticing that despite concerns about resistance, many countries stockpile just one drug, usually oseltamivir. There are some exceptions, however, including Australia and the UK, which stockpile both drugs.

Viruses are notorious for their ability to develop resistance to drugs. Last year, an H1N1 flu strain that caused some seasonal flu rapidly developed resistance to oseltamivir. By December, "close to 100 per cent of H1N1 in Australia and the US, and many other parts of the world, were resistant to Tamiflu", says Raina MacIntyre, an infectious disease expert at the University of New South Wales in Sydney, Australia.

H1N1 Swine Flu: very weak viral strain

First genetic analysis of how well this virus transmits from person to person concludes that it spreads barely well enough to keep itself going.

The analysis also suggests the virus may have started circulating as long ago as January. But because there have been so few cases to analyse, the calculation is uncertain. It could have started more recently, or as far back as September.

Nicholas Grassly of Imperial College London and Andrew Rambaut of the University of Edinburgh, UK, have analysed the rate of spread. Their analysis is based on the small mutations that have accumulated in almost two dozen genetic sequences produced so far, from viruses collected from patients in Mexico and the US.

Freely available

In contrast to H5N1 bird flu, all the genetic sequences of this H1N1 are being posted on bulletin boards like GISAID, where scientists can access them and compare preliminary analyses.

The GISAID system was set up in 2006 by scientists who protested that H5N1 sequences were not being made freely available.

"The limited sampling so far gives rise to considerable uncertainty in the estimate," cautions Rambaut. But if the rate at which genes mutate is about the same for this virus as for other H1N1 viruses, the number of mutations that have accumulated so far suggests it has been circulating since January – or even September 2008.

Weak virus

If the new virus spreads from one infected person to the next at about the same speed as ordinary flu, that gives an idea of how many cases there may have been in that time. A mathematical model permits the calculation of an important variable called R₀ – the number of additional people infected, on average, by each case. If R₀ is less than one, an infection dies out.

Grassly also cautions that the estimate is very preliminary. But with the data available now, he gets an R₀ of 1.16 – enough for the virus to keep going, but only just.

This could be good news. In epidemiological theory, at least, the lower the R₀, the easier it may be to snuff the virus out by further hindering its spread.

But it may be too early for celebrations. The 1918 flu pandemic, caused by another H1N1 virus, started with a mild, early wave in spring and early summer. The flu lab at the Los Alamos National Laboratory in the US estimates that the R₀ of the 1918 virus in spring was only 1.45. That shot up, they estimate, to 3.75 when the virus began its lethal second wave the following autumn.

Much may now depend on how quickly the new H1N1 virus from swine adapts to people.