What is the No. 1 HR metric we should be reporting to our CEO?
—The Most Important Thing, product manager, software/services, Quebec
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?
I have a highly motivated worker who helps other people out whenever he can. He often contributes in ways that go well beyond his job description, simply because he possesses broad knowledge and experience. On certain occasions, however, the very people whom he has helped wind up taking credit from management for solving the problem, without duly giving him credit. I’m concerned this may be a growing problem in our organization and could lead valuable contributors to defect. How could we act swiftly to address this situation?
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