In 2010, Hewlett-Packard Co. launched HP Sales University on its campus in Plano, Texas, far from its Silicon Valley headquarters. The purpose: develop core business skills and collaboration among its top salespeople.Read More
I work in the training and development department of a company that competes in the cellular phone industry. Each of our departments has very specific tasks and functions. That got me to wondering: Are training departments becoming obsolete in today's specialized companies?Read More
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.