The average age of our workforce is 48 years. We'd like to develop a strategy to prepare for the aging of our workforce, but what's really the most effective thing we should do? Who should be involved or giving input? We know we need to do something, but we aren't sure what's going to be effective. And we don't think we can “hire” our way out of it.
—Not Getting Any Younger, manager human resources, financial services, Amsterdam, New York
We've completed our skills gap analysis and competency profile - but we can't find enough good candidates in the job market who have the right skills. Now that we have all this information, where do we go from here?
— Only Half the Problem, HR consultant, Nairobi
It’s okay to fire someone, as long as you’re not motivated by an illegal reason. Don’t feel bad for the poor employee who has’t worked out.
Despite the ugliness of football player Richie Incognito’s behavior, the fall-out from the incident may one day be seen as a step in the right direction.Read More
Ram Charan, author and management consultant, has a heady warning for U.S. companies expecting business as usual to continue.Read More
I’d never played craps before. But at a recent conference at the Mandalay Bay resort I gave it a try. Almost immediately, the employees manning the tables earned my respect.Read More
Vice president/chief talent officer, McCann Regan Campbell Ward, New YorkRead More
In the past five years, behavior-motivating plans have become an increasingly popular aspect of employee recognition programs, according to a new survey. Read More
We want to conduct cross-training sessions to help some employees acquire new skills. We also have employees that already perform these tasks and don't want them thinking our cross-training is a reflection on their performance. How should we handle this to make sure everyone's on the same page? Is there a better alternative?
—Don't Want Hurt Feelings, HR manager, finance/insurance/real estate, Grand Cayman
Some ideas have been presented by management to help employees identify areas of essential skills. One idea is to have employees complete a SWOT analysis. But employees have expressed a range of concerns about SWOT, including:
• Since I'm already doing more with less, when do I find time to complete the SWOT worksheet?
• If I identify threats, how will I be perceived by management?
• Since we have limited funds and can't give raises, how could we capitalize on opportunities that emerge from the analysis?
• Will I be considered a narcissist by management if I list things I do well?
• How do I list my strengths when I'm not even sure what they are?
—Can't Swat These Worries Away, OD director, government, Panama City, Florida