My company requires us to perform a performance review for each of our staff members annually. As a part of the review process, we must create goals for the staff member to work on for the upcoming year. Unfortunately, the department that I supervise consists of only minimally skilled “dead-end” jobs. Thus, it is difficult to create goals for the staff. I have compensated by having them work on some personal goals (“You're good at this task, but let's try to become great at this task”), but these people have been working here a long time and I've already done everything there is to do.Read More
I would like to know more about employee engagement surveys. What should be its aims and objectives, the key areas covered, and how can we make sense of the results?Read More
We are moving from vendor-provided career coaching to an internal model to support career advancement for our employees. This includes people in entry-level positions through professional allied health roles. What obstacles/adjustments should we expect and how can we prepare ourselves to make the transition? And is there any way to know how long this might take?Read More
I am one of six supervisors (frontline management) that collectively are trying to build credibility with command staff and our manager. What should our strategy entail?Read More
Our company has never had a formal training budget, but I’ve now been asked to develop one. I am collecting data on all the training we’d like to offer next year, per employee, but frankly don’t know if I am asking for too much training money or too little. How do I calculate an approximate training budget? And how much should we devote to leadership training?
I'm having trouble getting my staff to accept their responsibility for training other employees. What should I do to help them understand that training is a team effort and not just the responsibility of human resources?
Miami International is one of the nation's busiest airports. As part of a major expansion, all employees who work on airport grounds in 2010 are required to master customer service, even if they clean toilets or shine shoes.Read More
Nurtured by strong leadership, the 'invincibles' can pull organizations through turbulent times.Read More
By surveying management at companies performing at varying levels in a number of industries and crunching the numbers, researchers have developed a data-driven model for what constitutes good leadership and how to develop it.Read More
Qualcomm believes its unusual approach to leadership training—there's no segmentation of the workforce into high- or low-potential leadership prospects—is a major reason for the company's success.Read More