My main problem of the re-hearing panel’s decision is that the “common sense” it is applying is rooted in 1965, not 2015.
Work-life balance for many employees is way out of whack. It wasn’t intentional; business piled up and people have been asked to do more with less. We want to get a handle on this before things go south on us. There hasn’t been a huge outcry — only a remark here and there that we’ve heard about — but as we grow and remain busy, what’s the best way to dynamically address this and let people know that we appreciate their past efforts and want to do whatever we can to ensure they balance their work and personal lives?
—Rebalancing the Scales, HR manager, finance/insurance/real estate, Kingston, New York
Our company began growing in 2005 and managed to survive the recession. How has workforce planning changed during that time? We want to be prepared to grow as the economy gets better, and are interested in making sure our talent management is in line with best practices.
—Almost Like Starting Over, recruiting manager, manufacturing, Cleveland, Ohio
In this working world where getting 200 emails is considered a slow day, you have to consciously carve out the time and drink heavily from the commitment cup.
How do I help my managers overcome the idea that people have to work in physical proximity to each other to be productive? They insist that most jobs require close exchange of information and collaboration.
—Trapped in the Past, senior vice president of human resources, nonprofit, Baltimore