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
I am an HR generalist at a nonprofit social services agency that deals with domestic violence. Due to the nature of the work, we have always experienced a turnover rate between 30 and 40 percent. Is our turnover rate at or near average benchmarks for this line of work? And knowing we can’t change the stressful nature of the work, how do we keep our best people from burning out?
— Stress is Killing Us, HR/facilities manager, nonprofit, Phoenix, Arizona
How could we get managers to influence employees?
— Not Influential Enough, director of human resources, manufacturing, Kerala, India
In the wake of some high-profile exits in the past few days, we take a look at some of the more interesting employee exits.
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