Employers can expect a struggle trying to keep young talent for the long haul, as 61 percent of survey participants say they will stay at their first job for less than three years.Read More
Despite market conditions, Merrill Lynch and Goldman Sachs are introducing new programs to recruit women who have left the workforce for extended periods.Read More
Both are essential and need to be highly integrated, but the combination should be invisible to employeesRead More
We have a major problem that is causing undue stress in our workplace. It seems our senior employees are passing off more work to their juniors, rather than making an effort to share the work. We're concerned that if junior employees spend the first few years of their company life continuously stressed out and overworked, that they will in turn treat their juniors with the same indifference and laziness. How did we miss this signal? More important, does it mean we need to redesign jobs/duties to alleviate stress? Please help.
What are the basics of designing an effective job-rotation system? The managers in our company have said they would like to see a formalized system developed to help cross-training or "cross-skilling" their employees.
How do we apply a job rotation policy to provide opportunities for both 'star performers' and 'plateaued employees'? What should be the ideal duration for a rotation?
Our organization is considering implementation of a multirater feedback 360-degree system. We are concerned about the change.
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
When conducting a 360 review, is it fair to withhold which employee gets what say on the review? The manager and I have jointly identified the top eight employees who interact most with individuals. Based on their levels of interaction or reporting lines (supervisor, subordinates), we assign a weighted average to each person. Although the feedback from the reviews is positive, questions have arisen as to the fairness of this arrangement. Our office is close-knit, and we want to avoid opening up “negotiations” on this. What do you suggest we do?Read More