35054 - read user manual online or download in PDF format. That's less of a crisis if your data also lives online. Insert into your computer’s PCI slot to upgrade your USB 2.0 computer to USB 3.0. Plus, these drives are backward compatible, so you can use. Services like Carbonite and Mozy give you unlimited and 50GB of storage, respectively, for around $6 per month-not a bad deal given that they're highly automated, uploading and updating designated files and folders in the background. Backing up with Mozy Backup 74 Restoring Files with Mozy Backup 75 Registering with Avamar for Backup and Restore 75 Backing up with Amazon S3 76. Still, nothing beats free, which is why I've tapped a variety of services to cover my backup needs.įor starters, MozyHome Free offers 2GB of that sweet, sweet automated backup, which is great for small but critical documents: Word and Excel files, Quicken records, maybe even an Outlook PST file. You can accomplish something similar with free accounts from Dropbox and SugarSync, both of which will automatically sync selected files and folders to their servers (and, conveniently, other PCs and devices). What about backing up big libraries of photos and music? Microsoft's Windows Live SkyDrive offers 25GB of storage at no charge. Alas, there's no easy way to sync files and folders to the service you have to add them manually, which is OK for one-time uploads, but a hassle for adding new stuff. Same goes for Box, which recently offered Android users 50GB of free cloud storage (which is also accessible from your desktop). There's no sync option (not for free, anyway), so it's not ideal for all kinds of backups. Personally, I'm using Google Music to back up my music library. For zero dollars I get space for 20,000 songs, and Google's Music Manager utility automatically syncs from folders, iTunes, and/or Windows Media Player. Likewise, Google's Picasa photo editor for Windows can sync my photos to Picasa Web-but here the free space is limited to 1GB. For a paltry $5 per year, Google bumps it to 20GB. That's just a smattering of the free online-backup options currently available. Today layoffs have become companies’ default response to the challenges created by advances in technology and global competition.Know of any other good ones? Hit the comments and share your suggestions for low- and no-cost backup. Yet research shows that job cuts rarely help senior leaders achieve their goals. Too often, they’re done for short-term gain, but the cost savings are overshadowed by bad publicity, loss of knowledge, weakened engagement, higher voluntary turnover, and lower innovation, which hurt profits in the long run. This article looks at better ways to handle changing workforce needs that make sparing use of staff reductions and ensure that if they do happen, the process feels fair and the affected parties have a soft landing. Most successful approaches begin with a philosophy that spells out a firm’s commitments and priorities, establish methods for exploring layoff alternatives (such as furloughs, retraining, and reassignments), and determine options for three scenarios: a healthy present, short-term volatility, and an uncertain future.Īs firms like AT&T, Michelin, Honeywell, and Nokia have learned, thoughtful planning helps organizations address workforce transitions and cope with a shifting economic landscape far better than layoffs do. Two great forces are transforming the very nature of work: automation and ever fiercer global competition. To keep up, many organizations have had to rethink their workforce strategies, often making changes that are disruptive and painful. Typically, they turn to episodic restructuring and routine layoffs, but in the long term both damage employee engagement and company profitability. Some companies, however, have realized that they need a new approach.Ĭonsider the case of Nokia. At the beginning of 2008 senior managers at the Finnish telecom firm were celebrating a one-year 67% increase in profits. Yet competition from low-cost Asian competitors had driven Nokia’s prices down by 35% over just a few years. Meanwhile, labor costs in Nokia’s Bochum plant in Germany had risen by 20%. For management, the choice was clear: Bochum had to go. Juha Äkräs, Nokia’s senior vice president of human resources at the time, flew in to talk about the layoff with the plant’s 2,300 employees. As he addressed them, the crowd grew more and more agitated. “It was a totally hostile situation,” he recalls.
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