The beleaguered benefits company dealt with layoffs in a way that organizations for years have tersely written off as mere collateral damage in doing business.
As legal cases abound, contractor arrangements should be scrutinized.
Our management wants me to make a presentation justifying the need for additional staff. I started with a “statement of opportunity” and included:
What else might I need to include to get senior management to approve the additional positions?
—Out of Ideas, talent management consultant, automotive, Abu Dhabi
If the goal is to make a million bucks in the sharing economy, go old school.
Our company began growing in 2005 and managed to survive the recession. How has workforce planning changed during that time? We want to be prepared to grow as the economy gets better, and are interested in making sure our talent management is in line with best practices.
—Almost Like Starting Over, recruiting manager, manufacturing, Cleveland, Ohio
The Affordable Care Act is creating new jobs as the health care industry continues to transform in response to the legislation.
I have three interrelated questions on succession planning. Our 300-person company is coming late to the succession-management game and needs to know the best way to ramp things up quickly. Should we start at the top with our executives, or is it more important to work from the ground up, beginning with key non-executive leadership slots? And how much analysis of our regional talent market should be included in our in-house assessments? As a small company we don't really have a formal board of directors to guide our process. Is that the first thing we should do?
—Unsuccessful Succession, co-founder, services business, Amherst, Massachusetts
Like many companies, we have an annual performance review of employees. At the beginning of the financial year, KPAs, goals, targets are mutually agreed. There is quarterly review of performance followed by annual review. Employees are rated on predefined performance criteria on a scale of 1 to 5. Subsequent to rating, we wanted our line management to rank employees against each other in order to have ranking order. Line management is not inclined to ranking, for obvious reasons. Is there any way to know if ranking is the right approach for our performance management?
— Really Clueless, assistant GM, manufacturing, Hyderabad, India
We may have an attrition problem, but I'm not quite sure. Our turnover is between 12 and 15 percent the last three years, but this year is ticking closer to 20 percent. This does not include involuntary terminations due to downsizing/restructuring. We know some turnover is due to market factors, and some due to cultural growing pains (we've doubled in size the last five years). From an analytic view, how could we determine if our turnover might present a future lingering problem?
—Starting to Worry, HR manager, software/services, Minnesota
Questions emerge regarding what SHRM’s move means to those with PHR, SPHR and GPHR credentials, as well as the relationship between the organizations. Updated with comments from SHRM's Hank Jackson and HRCI's Amy Dufrane.