We’re hearing more people talk about engagement for contractors and temporary staff, or contingency labor. While this sounds great in theory, how plausible is it? And does it carry the same weight as engaging our direct hires?
— Enough Worries, project manager, architectural manufacturing, Memphis
I’m wondering about strategies to turn low-potential employees into high potentials. How often is this done and are there any best practices?
—What About the Also-Rans? OD specialist, software/systems, Washington, D.C.
The average age of our workforce is 48 years. We'd like to develop a strategy to prepare for the aging of our workforce, but what's really the most effective thing we should do? Who should be involved or giving input? We know we need to do something, but we aren't sure what's going to be effective. And we don't think we can “hire” our way out of it.
—Not Getting Any Younger, manager human resources, financial services, Amsterdam, New York
How could we determine the duration of a job rotation?
—Time Sensitive, transportation & distribution, Hong Kong
We are an apparel maker that uses contingent workers for a variety of high-level tasks, such as designers and engineering. Is it important for us to engage them like our paid staff, and if so, why and how do we do it?
—Laboring to Make the Connection, generalist, manufacturer, Memphis, Tennessee
There’s a ticklish situation I don't know how to handle. I strongly believe my boss and a co-worker are having a sexual relationship. She seems to get special privileges that aren't available to others. What should I do, if anything?
—Too Close for Comfort, manufacturing/production, Newport News, Virginia