I have two key managers--one who heads development and another in charge of quality assurance--who accept their staff's shortcomings. In short, they seem more interested in developing personal relationships than achieving key company goals. Rather than set goals for skills development, they work around or make excuses for their employees. Training, seminars, extension courses, etc., have been suggested, to no avail. What else can I do?
I work for a civil engineering firm, and I’m trying to develop career paths for the different positions in my company as part of our retention practice. How do I start? What information should I include?
Our employees are asking for individual career plans. They want to know what’s in store for them in the future. We’ve tried giving them a general scenario of limited upward mobility, with the possibility of lateral job rotations. This is not enough to satisfy our employees, who want specifics. How can we promise that?
We need to revamp our tuition-reimbursement policy but want to know what practices other companies are following. What is the average reimbursement rate for tuition among U.S. companies? Is there any data that looks at the relationship between reimbursement policy and employee productivity?
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Corporate America spent $10 billion on tuition reimbursement in 2003, but few companies track how those dollars are spent, or know whether they are getting any benefit by underwriting employees' degrees. It's not that ROI can't be measured. It's just that many companies don't seem to care about it.Read More
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