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
Leaders' their vision begins with the organization’s overall mission and the values that will drive how team members work, treat one another and serve their markets or consumers year after year.
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
We've completed our skills gap analysis and competency profile - but we can't find enough good candidates in the job market who have the right skills. Now that we have all this information, where do we go from here?
— Only Half the Problem, HR consultant, Nairobi
‘It’s not what we say that matters, but how we behave,’ said new CEO Bernard Tyson.
How should our organization define the term employee engagement?
—Open-Ended Question, staffing/HR services, Highland Mills, New York
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