DWF Newsletter - Stories
Given the high unemployment rate, how high a priority is retention for organizations these days?
—Thankful to Be Working, recruitment executive, telecommunications, California
How could we identify why employees change jobs? We know it's not always the money, but is there a way we could predict the indicators for each person?
—Don't Leave Us, services, North Carolina
My company underwent a recent merger that created a need for new managers. Our organizational structure also is changing to run much flatter. The newly merged organization is looking for a way to identify candidates for the new management jobs. Historical data on performance either is lacking or not available. How do we go about the task of assessing which employees to interview for the management roles?
— Data Blackout, organizational development specialist, manufacturing, Teaneck, New Jersey
Even though we have fewer than 200 employees, how could our human resources function develop career paths for them?
—-Forward Thinker, HR director, publishing/communication/advertising, Dearborn, Michigan
How do we determine if our workforce is too lean following layoffs? We had an additional 27 people leave voluntarily. What signs should we look for to indicate the employees are overworked and stressed out?
— Not Enough Cooks, administrative assistant, utilities, Giddings, Texas
What are the steps in developing an effective executive selection process?
—The Future Is Now, finance/insurance/real estate, Plantation, Florida
With the start of a new year, I am trying to assemble a brief guideline to help our supervisors and managers identify key employees within their department. What suggestions do you have as we begin this list? Would you suggest some criteria we could use?
— New Year, New Practices, HR analyst, manufacturing, Farmington Hills, Michigan
Where can I find information on the average number of applicants who do not pass background checks? About 3 percent of our applicants fail, and I want to see how we compare to other large employers.
—Screen Test, recruitment manager, hospitality, Atlanta
We are paying to train and develop our employees, but many are leaving for other opportunities shortly after their training is complete. I know this is not uncommon, but it makes us wonder if we can force them to repay the money we've invested in them. Seeing them leave makes us wonder if training really is a retention tool. What should we do?
—Doubts About Training, assistant manager, human resources, construction, New Delhi, India
How do we know if our first-year attrition rate is healthy? We have sources to compare overall attrition, but have not found a benchmark for attrition during the first year of employment.
—Turnover Tension, manufacturing/production, Manassas, VirginiaRead More