A recent Aberdeen research report found that companies are including assessment tools in their efforts to identify high-potential talent, to develop workers' interpersonal and leadership skills and to set performance goals for their staff.Read More
My company underwent a recent merger that created a need for new managers. Our organizational structure also is changing to run much flatter. The newly merged organization is looking for a way to identify candidates for the new management jobs. Historical data on performance either is lacking or not available. How do we go about the task of assessing which employees to interview for the management roles?
— Data Blackout, organizational development specialist, manufacturing, Teaneck, New Jersey
With the start of a new year, I am trying to assemble a brief guideline to help our supervisors and managers identify key employees within their department. What suggestions do you have as we begin this list? Would you suggest some criteria we could use?
— New Year, New Practices, HR analyst, manufacturing, Farmington Hills, Michigan
What is the difference between top performers and critical performers, if any?
—Taking Stock, wholesale trade, Seattle
Big training investment pays off in performance and lower turnover rate for Hendrick Automotive Group.
To celebrate Workforce's 90th anniversary, we're running a series of articles looking at important workforce-related issues with a then-and-now theme. This installment examines HR leaders branching off into other executive roles in the 2000s and today. In November, we will look back at the employment deal over the past 90 years.Read More
Our company has been successful because we keep things on a personal level between our senior managers and employees. We don't want to lose that close-knit feel, but we also see the value of using virtualization. How do we incorporate the technology while preserving our culture?
—Vexed by Virtualization, HR generalist, construction/engineering, Indianapolis
Some of our employees are set in their ways, and it's hard to persuade them to learn new things. What can we do as an organization to help them adapt to dynamic situations?
—Stuck in a Rut, learning and development specialist, Milan, Italy
Teaching humans isn't usually as straightforward as teaching dogs. But the goals are the same. Read More
The company's short-range goal is to use coaching to boost the bottom line through cost savings and more efficient operations. Longer term, it's hoped that coaching will supplant the annual ritual of performance reviews.