Adaptec is a computer hardware brand owned by PMC-Sierra that is used on some of its host adapters for connecting storage devices to computers. The production line of Adaptec is in Indonesia. Products are made to interface with SCSI, Serial ATA, and Serial attached SCSI. Some of its host adapters are used to perform SSD caching of hard drives. Adaptec is also used to brand battery modules to support its host bus adapters and storage interface cables.
Adaptec, Inc. was the name of a company based in Milpitas, California that produced these products until it sold substantially all of its business operations to PMC-Sierra on June 18, 2010, and is now a shell corporation known as ADPT Corporation. Historically, this company used to produce interface products involving USB, IEEE 1394, iSCSI, Fibre Channel, and video. This company also used to produce CD and DVD burning software like Easy CD Creator and Toast, and network-attached storage devices like the Snap Server product line.
Analyze and understand others’ approaches to flexible and part-time workforces. Drive employee satisfaction and company productivity with flexible work arrangements.
Human Resources > Work Environment and Culture
Download Free Excerpt
View TOC and List of Exhibits
Study Snapshot
Key Findings
Industries Profiled:
Health Care; Pharmaceutical; Academic; Medical Device; Chemical; Shipping; Financial Services; Computer Hardware; Media; Manufacturing; High Tech; Retail; Telecommunications; Professional Services; Banking; Newspapers; Publishing; Insurance
Companies Profiled:
Aetna; Sanofi-aventis; Amoco; Baxter International; BP Amoco; FedEx; GE Capital; GlaxoSmithKline; Imation; Innovex; Innovex Global; Lands' End; LL Bean; Lucent Technologies; L.L. Bean; Merrill Lynch; PDI; Professional Detailing; Professional Detailing Inc. (PDI); Royal Bank of Canada; Snyder Communications; UNUMProvident; Xerox; Xerox Channels Group
Study Snapshot
This Best Practices Benchmarking® Report identifies the effective and innovative practices that top-performing companies have used to manage alternative workforces and integrate flexible work arrangements into their corporate cultures.
This study’s findings provide profiles of companies identified as leaders and innovators in providing flexible work arrangements. The profile format will allow companies to analyze and understand others’ overall approach to flexible and part-time workforces, and identify specific practices that are of key interest. Each profile contains the following sections:
Company Description
Background information on the benchmark partner.
Approach to Flexible Workforce Management:
The partner company's conceptualization of flexible work and how it fits into the overall corporate culture.
Communication Practices
Techniques used to communicate flexibility benefits, implementation tools, or success stories.
Manager Development Practices
Methods used for selecting and training managers in order to prepare them for the challenges presented by a flexible workforce.
Flexible Workforce Management Practices
Specific techniques that managers can employ to manage their part-time employees.
The insights showcased in this report - gained from interviews with executives who have extensive experience in managing part-time and flexible employees in 17 companies across 13 industries - will facilitate any company’s efforts to implement part-time and flexible workforces.
How do you deal with tough employment issues during an economic downturn? Recent disclosures provide a clue. Some companies are positioning themselves for the downturn by insulating their operations, restructuring, and entering into mergers, each typically accompanied by agreements with employee retention plans and renegotiated employment agreements with key executives and officers. Other companies are preparing to run lean and mean with slimmed down workforces. There are two legal issues of paramount importance to consider: (a) what legal paperwork should be put in place to keep the best people, and (b) what do you do with your termination plans and to ensure they’re optimized to protect your company legally?
Not all employment news is bad – some is the opposite. Key employees must be found or retained even during downturns. While retention is often a chief focus during mergers or restructurings, both of which are “significant events” – but what could be more significant than a stifling downturn that breeds the need for leadership? Adaptec and Intraware, both technology companies, seem keenly aware of this. Both recently negotiated a retention plan with key employees, in order to facilitate their continued employment during complicated times. In the case of Intraware, for example, the retention plan included cash payments, accelerated vesting and, something nobody could say no to…a $1 million signing bonus. In the case of Adaptec, the firm recently disclosed that its reliance on its workforce had driven it to implement a retention plan during fiscal 2008.
Of course, some news is bad and layoffs are now a reality in the current economic environment. Companies as varied as Amex, Alcoa, and Lear have announced layoffs in recent 10Q or 8K filings. Disclosures touch on issues including number laid off, general economic conditions and industry specific pressures. They also point to important legal considerations around the WARN Act, which requires 60 days notice be given to employees before a “mass layoff” takes place. As a counter-lesson, Lehman Brothers is now being sued by a former employee for failure to pay in lieu of notice. The suit alleges that Lehman told employees that on Sept 9, 2008 that they no longer needed to report to work, but would continue to be paid for the next 60 days …but Lehman decided to stop paying during late September, 2008.
Another set of concerns comes through loud and clear in recent filings – even if your company has no layoff plans, what do you do if key customers do (implying your business may be cutback)? At minimum, disclose the concern and hope for the best. The disclosures of companies with fraying value-chains may provide some clues on how to deal with this strain. Particularly seen in the recent 10Qs of real estate investment trusts (REIT) like Vornado and Mack-Cali that express concern over the general economy, the retail industry in particular, and idiosyncratic risk from specific tenants like the ailing Circuit City.
As the economy works through this downturn, one other issue is masked: Who’s paying for all of this? It’s clear that the downsized employees bear much of the pain for this – as but one example, recent filings promise a further reduction in headcount at UBS. However, they’re not the only casualties. Joining them is the taxpayer. In some scenes, companies deemed too-important-to-fail are rescued by taxpayer dollars are put to work to save the business and related jobs.
Adaptec, Inc. was the name of a company based in Milpitas, California that produced these products until it sold substantially all of its business operations to PMC-Sierra on June 18, 2010, and is now a shell corporation known as ADPT Corporation. Historically, this company used to produce interface products involving USB, IEEE 1394, iSCSI, Fibre Channel, and video. This company also used to produce CD and DVD burning software like Easy CD Creator and Toast, and network-attached storage devices like the Snap Server product line.
Analyze and understand others’ approaches to flexible and part-time workforces. Drive employee satisfaction and company productivity with flexible work arrangements.
Human Resources > Work Environment and Culture
Download Free Excerpt
View TOC and List of Exhibits
Study Snapshot
Key Findings
Industries Profiled:
Health Care; Pharmaceutical; Academic; Medical Device; Chemical; Shipping; Financial Services; Computer Hardware; Media; Manufacturing; High Tech; Retail; Telecommunications; Professional Services; Banking; Newspapers; Publishing; Insurance
Companies Profiled:
Aetna; Sanofi-aventis; Amoco; Baxter International; BP Amoco; FedEx; GE Capital; GlaxoSmithKline; Imation; Innovex; Innovex Global; Lands' End; LL Bean; Lucent Technologies; L.L. Bean; Merrill Lynch; PDI; Professional Detailing; Professional Detailing Inc. (PDI); Royal Bank of Canada; Snyder Communications; UNUMProvident; Xerox; Xerox Channels Group
Study Snapshot
This Best Practices Benchmarking® Report identifies the effective and innovative practices that top-performing companies have used to manage alternative workforces and integrate flexible work arrangements into their corporate cultures.
This study’s findings provide profiles of companies identified as leaders and innovators in providing flexible work arrangements. The profile format will allow companies to analyze and understand others’ overall approach to flexible and part-time workforces, and identify specific practices that are of key interest. Each profile contains the following sections:
Company Description
Background information on the benchmark partner.
Approach to Flexible Workforce Management:
The partner company's conceptualization of flexible work and how it fits into the overall corporate culture.
Communication Practices
Techniques used to communicate flexibility benefits, implementation tools, or success stories.
Manager Development Practices
Methods used for selecting and training managers in order to prepare them for the challenges presented by a flexible workforce.
Flexible Workforce Management Practices
Specific techniques that managers can employ to manage their part-time employees.
The insights showcased in this report - gained from interviews with executives who have extensive experience in managing part-time and flexible employees in 17 companies across 13 industries - will facilitate any company’s efforts to implement part-time and flexible workforces.
How do you deal with tough employment issues during an economic downturn? Recent disclosures provide a clue. Some companies are positioning themselves for the downturn by insulating their operations, restructuring, and entering into mergers, each typically accompanied by agreements with employee retention plans and renegotiated employment agreements with key executives and officers. Other companies are preparing to run lean and mean with slimmed down workforces. There are two legal issues of paramount importance to consider: (a) what legal paperwork should be put in place to keep the best people, and (b) what do you do with your termination plans and to ensure they’re optimized to protect your company legally?
Not all employment news is bad – some is the opposite. Key employees must be found or retained even during downturns. While retention is often a chief focus during mergers or restructurings, both of which are “significant events” – but what could be more significant than a stifling downturn that breeds the need for leadership? Adaptec and Intraware, both technology companies, seem keenly aware of this. Both recently negotiated a retention plan with key employees, in order to facilitate their continued employment during complicated times. In the case of Intraware, for example, the retention plan included cash payments, accelerated vesting and, something nobody could say no to…a $1 million signing bonus. In the case of Adaptec, the firm recently disclosed that its reliance on its workforce had driven it to implement a retention plan during fiscal 2008.
Of course, some news is bad and layoffs are now a reality in the current economic environment. Companies as varied as Amex, Alcoa, and Lear have announced layoffs in recent 10Q or 8K filings. Disclosures touch on issues including number laid off, general economic conditions and industry specific pressures. They also point to important legal considerations around the WARN Act, which requires 60 days notice be given to employees before a “mass layoff” takes place. As a counter-lesson, Lehman Brothers is now being sued by a former employee for failure to pay in lieu of notice. The suit alleges that Lehman told employees that on Sept 9, 2008 that they no longer needed to report to work, but would continue to be paid for the next 60 days …but Lehman decided to stop paying during late September, 2008.
Another set of concerns comes through loud and clear in recent filings – even if your company has no layoff plans, what do you do if key customers do (implying your business may be cutback)? At minimum, disclose the concern and hope for the best. The disclosures of companies with fraying value-chains may provide some clues on how to deal with this strain. Particularly seen in the recent 10Qs of real estate investment trusts (REIT) like Vornado and Mack-Cali that express concern over the general economy, the retail industry in particular, and idiosyncratic risk from specific tenants like the ailing Circuit City.
As the economy works through this downturn, one other issue is masked: Who’s paying for all of this? It’s clear that the downsized employees bear much of the pain for this – as but one example, recent filings promise a further reduction in headcount at UBS. However, they’re not the only casualties. Joining them is the taxpayer. In some scenes, companies deemed too-important-to-fail are rescued by taxpayer dollars are put to work to save the business and related jobs.