I admit that one night at a hotel is not a lot to go on. And I may be a picky guest. But I think my one-day stay at Mandalay Bay may contain a lesson in workforce planning for the Vegas resort and other companies wrestling with uneven business demand.Read More
One recruiter says that since incorporating online interviews she has cut spending from about $10,000 per search to roughly $500. Yet an employment lawyer advises clients to proceed with caution when using it.Read More
The NewYork-based job board says it still expects the acquisition to close in the third quarter.Read More
Our financial services company recently introduced shift work for some service positions, which has led to grumbling and general discontent. For example, our service-desk positions previously were 8 a.m.-5 p.m. jobs, but business needs warranted going to a 24/5 schedule. We are concerned about a drop in morale, along with the attendant productivity drops. We tried to roll this out gradually, giving service people time to adjust and informing them of the change through group meetings and one on one. Still, morale is at a new low since we began the shift-work schedule. How could we have missed on this so badly? And how can we repair the damage?
—Sinking Fast, manager, finance/insurance/real estate, Johannesburg, South Africa
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?