Senior executives at our midsize organization believe it's time to begin succession planning. How do we explain the potential impact to employees, including the effect on career development?
—New to the Game, finance/insurance/real estate, Oklahoma City, Oklahoma
HR consultants offer their thoughts on the best—and worst—practices when it comes to succession planning.
What's striking about the Penn State catastrophe is that so many leaders appeared to have failed to take responsibility for stopping awful acts happening in their own “workplace” and community.Read More
I am a manager who has created a situation of perceived favoritism among my staff. I hired a new employee who happens to be a friend. I made the mistake of putting forth a work-improvement suggestion made by the new employee. She and I have been suffering the backlash ever since. How do I go about repairing this fiasco?
—Oops, office manager, government, Long Beach, CaliforniaRead More
A corporate merger can be a challenging and exciting opportunity for a human resources leader, according to Greg Besio, executive vice president and chief human resources officer of Aon Corp. Besio found plenty of challenges last year when Aon Corp. acquired Hewitt Associates. Besio recently spoke with Workforce Management senior writer Rita Pyrillis about the process in this excerpt.Read More
With JPMorgan Chase’s takeover of Washington Mutual, it’s unclear what role Alan Fishman—who was hired only three weeks ago as WaMu’s new CEO—will play in the combined company. If Fishman leaves, it’s clearhe would be well-compensated for his short tenure.Read More
We are reviewing the organizational structure of one of our business units with the aim of adding an additional level of supervision. We expect this business unit to triple in size by year’s end, and want to beef up skills levels and responsibilities way before then. What are some guidelines as we undertake this process?
Things are getting scary for us. We recently had to downsize, and since then have lost some of our best people to other jobs. Aside from boosting their pay (which isn't feasible now), what practical steps can we take to keep them from quitting on us?
The acute-care institution is flourishing—revenue, worker satisfaction as well as quality are up—after it survives bankruptcy and reinvents itself.Read More
Through its Essential New York Initiative, the group works with employers, universities and government officials to bring jobs back to the region.Read More