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
Some of our employees are set in their ways, and it's hard to persuade them to learn new things. What can we do as an organization to help them adapt to dynamic situations?
—Stuck in a Rut, learning and development specialist, Milan, Italy
How do we determine a healthy level of turnover in our organization?
—Number, Please, human resources consultant, manufacturing, Solihull, England
During the interview process, is there a good way to assess each candidate so I can narrow down the search in a timelier manner? I was hoping for some kind of checklist. Or would this actually be a hindrance rather than a help?
—Need for Speed, HR specialist, Nonprofit, Wausau, Wisconsin
During management meetings, discussion invariably turns toward the subject of continuous change. We want to become a learning organization, making any necessary changes that will help us be more customer-oriented. We're having trouble getting beyond the discussion phase, though. How do I persuade our management team to let human resources spearhead this cultural change?
—On the Sidelines but Hoping to Play, HR manager, publishing, Sydney