What do you do if your HR programs for entrepreneurs' startups are not yielding desired results?

This is where a SMART analysis can be hugely helpful. Are your goals specific, measurable, achievable, relevant, and time-bound? Not only does this help you with your own analysis, it provides an entrepreneurial leadership team an easy-to-use framework to walk through their own priorities and perspectives.

Taking a SMART approach means getting specific about what you want to achieve, making sure you can measure your progress, setting goals that are actually doable, making sure they matter to your startup, and putting a timeframe on it all. So, when your HR programs aren't hitting the mark, give them the SMART treatment: clarify exactly what you're aiming for, figure out how you'll know when you get there, make sure it's something you can realistically pull off, ensure it's relevant to your startup's needs, and set a deadline to make it happen.

Re-assessment of program objectives, gather feedback from entrepreneurs, and iterate on HR strategies to better align with their needs and goals.

In my experience, surveys are not nearly as revealing as one-on-one interviews. By having personal contact with target employees, you can gain clearer insight into their perspectives and engage in meaningful dialogue about their concerns. However, workers will not open up if you have not established a reputation for confidentiality and discretion -- and this cannot be earned overnight. This one of the many reasons why strict adherence to ethical practices is so fundamental to the HR profession.

KPIs are extremely helpful evidence in determining the root causes of the program failure. However, it is important to start by developing clear, comprehensive questions: How are our programs performing the way that they are? Are they aligned with our mission and values? Do we have sufficient resources deployed to ensure that the program is working the way it was intended? Once you have the right questions, then the RIGHT KPIs can be tracked to provide answers to those questions.

La clave para ir adaptándose a lo único permanente "que es el cambio" es tener peque?as píldoras estructuradas en los programas que están disponibles, de manera tal que al momento de generar el plan de trabajo se puedan combinar de manera única de acuerdo a la necesidad y cultura organizacional y a los equipos de trabajo.

Remember that "training" does not always require conference rooms and manuals. I believe strongly in a 70-20-10 training plan: 70% directed on the job training, 20% mentoring, and 10% "formal" platform training.