How can I manage retention during downsizing? Our business area is downsizing in order to close down in about four years. We have begun doing some layoffs this year, but much of our business will continue for several years and retention remains a serious issue. We are trying to find other jobs within the company for laid-off people and have been open about expected release dates. However, we are afraid that this will not be enough to keep all of our key people.
Our company is growing overseas and often buys companies that are, in reality, people with connections. The person is usually a trader of commodities and has built a business around personal expertise and contacts (so if they go, the business goes with them). How could we creatively motivate and compensate these people to build the business beyond themselves and thus make our investment last long after they leave?
I'd like to start implementing “stay” interviews. Which kinds of questions should we be asking, and how do I convince managers that these interviews are important?Read More
Are there key differences in how human resources should be practiced between the private sector and government? I am seeking training that would help me understand all the nuances involved when making recommendations about hiring of new government employees.Read More
I have been tasked to create an onboarding program for new hires. The plan is to try and incorporate best practices from leading organizations, yet I have not found a broadly accepted list of do's and don'ts. Is there such a list and, if not, how should we proceed to ensure onboarding not only helps to orient our new employees but also boosts retention?Read More
How do we compare the cost of losing employees vs. finding their replacements? We understand that turnover costs more than retaining, but in what ways exactly does this manifest itself? We are in the process of trying to analyze this as we ramp up for an engagement survey.Read More
How can I use performance-assessment tools to boost employee motivation? We aren't trying to frighten people into higher levels of performance, but we are interested in enhancing overall performance by giving employees nonmonetary incentives to go the extra mile.
Our real estate company is just beginning to start the process of career development, including succession plans. We have about 15 divisions and about 95 different titles within the company of 350 employees. Our goal is to make career resources available to anyone who wants to expand their skills. I’m in charge of proposing a strategy to our executive team and our operating divisions. However, I’m overwhelmed by the scope. How do I break such a complex project down into manageable tasks?
Things are getting scary for us. We recently had to downsize, and since then have lost some of our best people to other jobs. Aside from boosting their pay (which isn't feasible now), what practical steps can we take to keep them from quitting on us?
Performance measurement and process improvement must go hand in hand for any organization intent upon creating competitive advantage.Read More