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Employee Career Development

Dear Workforce How Do We Use Performance Tools to Keep Employees Motivated

September 7, 2011
My software company uses a performance management system that’s been great in helping identify star performers. However, we’re not as confident in its ability to motivate people. How do we use performance management to motivate, and thus retain, these highfliers? How do we keep them contented and productive? Aside from boosting their compensation, what are some innovative strategies?
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Dear Workforce How Do We Judge Return on Investment From Our Education-Assistance Benefit

September 7, 2011
We are reviewing our voluntary education-assistance program, which presently provides up to $2,500 to eligible employees. For courses that cost more, employees can apply for an exemption, which must be approved by the employee’s VP and our VP of human resources. I have heard of some corporations that require a "service return contract" that binds employees to the company for a specified period once a company-paid college degree is earned. What are other companies requesting, aside from these contracts, to get a better return on investment for offering this monetary education assistance? How do we make sure we don’t pay for somebody’s education only to watch them jump ship?
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Dear Workforce How Do We Develop an Employment Brand?

September 7, 2011
My employer wants to embark on an employer branding exercise to attract potential employees. How do I go about doing this and what does it entail? —In the Dark, senior manager, human resources, manufacturing, Pahang, Malaysia
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Dear Workforce How Do We Introduce the Process of Career Development to Our Workforce

September 7, 2011
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?
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Dear Workforce How Do We Capitalize--and Recognize--Intellectual Capital

September 7, 2011
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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