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.
We have a department that has gone through many changes and managers during the past five years. The level of trust in the department from employees to managers is at an all-time low. This has led to miscommunication, lower productivity and workers' compensation issues. How do we open up the lines of communication and clear the air?
—Choking on Mistrust, human resources manager, hospitality, Honolulu
Covance Inc. is among the companies using software to help employees and mentors connect. The program Mentor Scout enables pairings based on mutual professional interests.
Rather than enabling our employees to innovate, our management tends to stand in their way. They would rather exert tightfisted control over employees. This makes for a work environment that isn't conducive for strategic innovation—we are unable to keep enthusiastic and talented people. How can I persuade management to drop its hierarchical approach so that employees are encouraged to initiate projects that help the company?
—Stifled, human resources officer, finance/insurance/real estate, Katmandu, NepalRead More