Is there any logical grouping or hierarchical order of the factors that affect talent management? For example: imprecise career paths, engagement, skills development, subjective performance assessments.... Are there rules about which ones are foundational and which ones get built on the foundation?
—We Need a Solid Foundation, training and development program leader, telecommunications, Montreal
Engagement is not a priority for our organization. What can be done to increase the buy-in of senior leaders on the need for engagement programs?
—We Care: Execs Not So Much, talent coordinator, science and education, Denver, Colorado
Before we begin our change initiative, I've been asked to do some research on "change mistakes." (I figure not doing research probably is first on the list). What are the most common mistakes we need to avoid – before and after the change management takes place?
—Blowin' in the Wind, project coordinator, consulting/legal, Jakarta
We have a dilemma. We have some positions for which we can’t internally promote our existing employees, since they lack the requisite skills (leading teams, innovating, etc.). We considered promoting some folks anyway, but decided against it. That means we now are in the process of recruiting external candidates. Here’s the question: How could we reasonably know that a person externally hired will be better (and stay longer) than someone we promote from within and train?
—A Worried Executive, services, Amherst, Massachusetts
Our industry -- healthcare -- is booming. We're seeing lots of new hospitals and clinics getting set to open, creating a demand for skilled and experienced employees. That has us a little worried about staff attrition. We expect to lose some people, but what are some practical steps we could implement to get out ahead of this issue?
—A Little Nervous, assistant HR manager, health care, Singapore
Our CEO and top human resources leader recently separated from the organization – about three months after the release of our most recent survey results. What is the best strategy to get the new CEO and HR leader engaged in developing an organizational response? Please note action planning is now occurring at the department level.
— Adrift without an Anchor, HR manager, government, Minneapolis
How do we cope with employee stress from them having to do more with less? Like many companies, ours has had to make tough choices in recent years. So far so good, but we want to defuse any problems that might arise.
—Chief Worry Officer, services/software, New York City
How do we change the paradigm for customer service? Our goal is to instill in employees the core values of service quality, teamwork and accountability. I know there’s no easy path, but we need a few stepping stones to get started. Our aim is to develop competencies that describe these abstract behaviors and use them to measure performance.
—Stepping Stones Sought, software/services, Hyderabad, India
What’s the best way to help our leaders adapt to a dynamic global economy?
—As the World Turns, utilities, White Plains, New York
How do I design a training roadmap for our company? Our goal is to craft a framework that provides specialized employee career development that enables us to fill the pipeline as we grow.
—Growing with Gusto, human resources executive, health care, Singapore