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
In the last year we have had an influx of new hires who are either unable to come to work on time or call in to report that they won't be coming to work. We have a firm policy on attendance and timeliness and terminate after several warnings. How should we address this issue in a way that reinforces the importance of timeliness? Are other companies having this problem? Should we just begin firing people and start the recruitment process all over again?
—Fed Up, business services, Portsmouth, New Hampshire
We are trying to screen for culture and need to develop interview questions that tell us whether a job candidate will embrace teamwork and altruism, possess a self-depreciating demeanor and yet take their work seriously. If interview questions aren't the best way, please suggest an alternative.
—In Need of “People” People, retailing, Santa Fe, New Mexico
We want to form an advisory board to be separate from our board of directors. Primarily we are seeking educators, researchers and technologists in the HR field. How do we (A) start such a process, (B) approach and entice professors and (C) keep them interested in participating?
—Advisory Advice, director of human capital technologies, technology services, Beaverton, Oregon