I have been reading everything I can about employee engagement and feedback. How do I use the knowledge, in a practical way, to improve my leadership/coaching?
—Too Much Information, operations supervisor, transportation, San Diego
Why do human-resources and talent-management professionals tend to overlook the value of tuition assistance?
—Premium on Education, talent management, education, Scottsdale, Arizona
Is there a distinction between employee engagement and employee involvement? We're looking for an objective and meaningful way to measure it.
—Stuck on Semantics, senior training director, hospitality, Ho Chi Minh City, Vietnam
We hear the phrase “core competencies” thrown around quite a bit, but how should we define it? In other words, how do we understand our core competencies within the context of boosting our organization's performance?
—Bugged by Buzzwords, human resources recruiter, health care, Scotts Valley, CaliforniaRead More
Our new accountants generally do a fine job dealing with routine compliance issues. When it comes to analytical skills, however, most of them are severely lacking. They are unable to project or think beyond the basic answers.
It's easy to test for and to teach basic skills. But how do we test people's analytical skills?
—Final Analysis, hiring manager, financial services, Plantation, Florida
Should we put our exit interview process online? What are the drawbacks?
—Hate Saying Goodbye, human capital management specialist, Wichita, Kansas
My company provides staffing services to the manufacturing industry. Contingent workers historically have a high turnover rate. My motivation is to get these people to stay on assignments longer and be more productive, thus increasing my client's return on investment. What can we do?
—Stop the Revolving Door, vice president of staffing/human resources, sales and marketing, Atlanta
Our leadership wants to breed culture that drives high performance, yet it seems to be an abstract concept. How do know we are getting optimum performance from our employees—and hence our organization?
—Mr. Precision, human resources executive, utilities, Singapore
How do we figure out the return on investment of our employee rewards and recognition programs, particularly those for salespeople?
—Not Getting It, learning and development manager, Pasay City, Philippines
Our company has been successful because we keep things on a personal level between our senior managers and employees. We don't want to lose that close-knit feel, but we also see the value of using virtualization. How do we incorporate the technology while preserving our culture?
—Vexed by Virtualization, HR generalist, construction/engineering, Indianapolis