Our 60-year-old international company posted 2004 sales of about $100 million. Yet our workplace is in trouble. The 95-year-old founder of the family-owned company refuses to retire. Instead, he insists on handling all human resources issues--even though he can not do the job capably. His 71-year-old son hasn't stepped up either.
Some employees have gone years without raises or even reviews. Wages are below market, Christmas bonuses have been cut three straight years and employees feel trapped in a power play between three generations of the family. What could we do to communicate the damage to company morale?
I am arguing in favor of hiring full-time employees to fill required positions, rather than temporary or contract employees. How do I make the case?
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This example outlines the purpose of the program, the desired results, and how the initiative will be carried out.Read More