Startup software company RescueTime is part of “personal analytics” movement.Read More
While telecommuting can allow an employee to balance life and work, it may also limit their upward mobility within a company, according to a recent survey by Korn/Ferry International.Read More
If 360-degree reviews aren't working, which other methods could we use to get honest feedback on how our leaders perform?
—360-Degree Turn, recruitment adviser, healthcare, Salem, Oregon
Wipro and Tata have found success in recruiting thousands of workers in a short period of time. So how do they do it? Read More
You could also argue that telecommuting originated with Yahoo’s Silicon Valley neighbor Hewlett-Packard. In 1967, the pioneering computer-maker allowed its plant in Germany to offer flextime—a truly radical concept at the time. HP then implemented large-scale telecommuting in the mid-1990s as technology advanced.Read More
More than two-thirds of telecommuters say they shop online while on the clock when working from home, according to a recent survey published by CouponCabin. Those that do tend to shop online more frequently and for longer periods of time. Read More
How do we make our managers better at having difficult conversations with our employees? Sometimes it seems easier for them to gloss over tough topics rather than engage employees in discussion and uncover problem area. How do we convince them to probe below the surface without interrogating employees? We'd prefer to avoid mandating it as part of a manager's performance reviews.
—Touchy Subject, executive assistant, health care, Sydney, Australia
We want to boost our retention of new hires. What we most want to know is what it will take for new employees to commit to staying with us long term. Are there any secrets to learning this in advance of hiring?
—Missing the Link, HR generalist, architectural/engineering, Miami
How should we divvy up responsibilities for talent management? Our feeling is that if it resides solely with HR, how could we hold managers accountable for execution? On the other hand, managers aren't really cut out to develop strategies for talent acquisition, workforce planning. I guess what I'm asking is: Is there a dividing line in talent management and, if so, which responsibilities do our managers have for helping us catch the vision?
—Too Many Chiefs, Director of strategy, technology, Cincinnati