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Performance Management

<i>Dear Workforce</i> How Do We Gauge Our Employee Culture After a Merger?

May 31, 2011
We are planning to launch engagement surveys to our full-time employee population. We have purchased a few smaller companies in recent years and would like to ask a different set of questions to employees who have become part of our company as a result. Specifically, we wish to gauge how the acquisition was handled by our company, as well as the transition to being considered part of the parent company. Our motivation is to pinpoint areas of concern to the newly integrated employees, and to avoid repeating certain behaviors in future acquisitions. What are some suggested questions to use that would give us this kind of insight? —Building (or Repairing) Bridges, human resources adviser, marketing, Dallas
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<i>Dear Workforce</i> How Do We Shore Up a Failing Competency Framework for Line Managers?

March 7, 2008
Our company has identified a skills deficit among line managers. Specifically, they are not doing as good a job as necessary of developing strong relationships with those they supervise. How could we develop a "competency framework" to deepen their learning—especially emphasizing the growing importance of building an engaged workforce? What role-playing or other exercises are proving most effective?
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Control and Customization

November 13, 2007
A Towers Perrin global survey of performance management and compensation practices indicates that variable pay programs often fail to produce performance improvements.
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