We have people of vastly different age groups in our workforce. What's the key to tailoring engagement to individual groups by age? What can we do to appeal to the varied and different interest among these groups?
—One Size Doesn't Fit, talent management specialist, services, Singapore
Is there any logical grouping or hierarchical order to the factors that impact talent management? For example, gaps include: A) imprecise career paths, B) engagement, C) skills development, D) subjective performance assessments, etc. Are there rules about which is foundational and which is built on the foundation?
—More than Theory, training and development leader, telecommunications, Quebec
How do we evaluate whether coaching can be quantified with lowering our turnover and boosting our overall engagement?
—Metrics-minded OD specialist, hospitality, San Diego
In our recent employee opinion survey, staff in the finance department identified rewards, recognition and career advancement as their top three concerns. Which area should we focus on improving first?
— Priority Setter, Utilities, South Carolina
Our executives have told us they want everyone here to “think like a leader.” The thrust is to get people to take ownership and hopefully boost engagement/morale and make us generally more productive and a better place to work. We have good leadership programs in place but have never applied a leadership model across the entire organization. Although this sounds like a great idea in theory, how do we put it into practice? Where do we start and what steps do we follow?
— Aiming to Please, distribution, Gaithersburg, Maryland
How do I convince my supervisors why they need to be accountable for employee development? Some of them get it, but others seem to view this as an increased responsibility that belongs to the HR function. What training resources could I use to make the case?
— Not Persuasive, staff coordinator, health care, Colorado Springs, Colorado
Our leadership team is looking at several managers for potential promotion. All the candidates are good, but we can only promote one. There isn’t a great deal to separate them — each person has assets and deficits. Since the margin of difference is small, what can we do to make sure we make the right choice? — Talent Scout, director of development, electronics, Scottsdale, Arizona