How do we develop performance indicators for human resources administrative roles?
— In Development
How do we curb a rude micromanager? This particular supervisor treats both customers and employees with little respect. The problem is exacerbated by a district manager who refuses to document the infractions, and an assistant manager at the same location who is nearly as big a problem. The result is long-term employees giving notice, not to mention difficulty recruiting new people. Is it too late to intervene and redeem these leaders? Or should we start cleaning house?
—Talent Turmoil, retail trade, Richmond, Virginia
I am a human resources consultant trying to gingerly solve a managerial behavior issue. A certain leader seems to try and determine who might be saying things about him and often seems to make life difficult until he finds out. How do we intervene to intercept this behavior?
—Personality Clash, executive trainer, HR services, Mercer Island, Washington
In addition to salary and compensation, shouldn't this beg the question: How do nonsalary/compensation benefits factor into the retention equation? Many companies derive value from enhancing their culture through workplace chaplains, health care clinics, life coaches, etc. Salary and compensation rightfully dominate the attention, but ought we also address the noncompensation and cultural aspects of retention as well?
—Big Picture, HR services, Illinois
I work in child care and we have our supervisors complete SWOTs [strengths, weaknesses, opportunities and threats analysis] on other child care centers. Lately, we have had a really hard time getting supervisors to complete SWOTs. Do you have any tips to ensure these are getting completed?
—SWOT and Miss, education, Toronto, Canada
Work-life balance for many employees is way out of whack. It wasn’t intentional; business piled up and people have been asked to do more with less. We want to get a handle on this before things go south on us. There hasn’t been a huge outcry — only a remark here and there that we’ve heard about — but as we grow and remain busy, what’s the best way to dynamically address this and let people know that we appreciate their past efforts and want to do whatever we can to ensure they balance their work and personal lives?
—Rebalancing the Scales, HR manager, finance/insurance/real estate, Kingston, New York
Our company began growing in 2005 and managed to survive the recession. How has workforce planning changed during that time? We want to be prepared to grow as the economy gets better, and are interested in making sure our talent management is in line with best practices.
—Almost Like Starting Over, recruiting manager, manufacturing, Cleveland, Ohio
Are there best practices or techniques for using social resumes and mobile recruiting tools when sourcing candidates? I’m not looking for technology tools — just some guidelines on making sure we see each résumé without it becoming a time management issue. Our goal is the same: Find the best available talent, but our team is primarily trained to recruit the old-fashioned way.
—Old School, recruitment services practice manager, manufacturing, Anniston, Alabama
Should we use MBTI as a tool for entry-level recruiting? What are the pros and cons?
—Ready to Hire, but Unsure How to Proceed, talent acquisition, transportation/distribution, Karachi, Pakistan
We want to make an end-to-end assessment of HR’s performance during the first year new employees are on the job. Our aim is to look at what we could have done differently to train, engage and retain. Are other organizations doing this? Any best practices?
—No Window on Our World, HR generalist, architectural/engineering, Miami