We have some departments that are better equipped for succession than others. Ours is a Fortune 500 company in a dynamic, regulated industry. How do we pinpoint our weak spots and begin to make succession an integrated component of our strategic planning? We’re stymied on first principles for getting started.
—The Future Is Passing Us By, pharmaceuticals, Philadelphia
What are the disadvantages of continuing to do performance evaluation?
—Pros and Cons, HR associate, light manufacturing/food production, Masaka, Uganda
Our executive team wants to create executive coaching model. Which ingredients should be included to ensure we build the best methodology? The goal is to start at the top and trickle mentoring downward to our front-line managers, supervisors, etc.
—View From the Top, data processing/IT, Santa Clara, California
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