We have put lots of thought into developing a good framework and broad operational standards for a new employee-assistance program. This approach to “people management” is new to our executives. What can we do to convince top brass to let us launch the program globally?
—People Who Need People, Counsel Us on EAPs, learning and development director, finance/insurance/real estate, Kuala Lumpur
Rather than enabling our employees to innovate, our management tends to stand in their way. They would rather exert tightfisted control over employees. This makes for a work environment that isn't conducive for strategic innovation—we are unable to keep enthusiastic and talented people. How can I persuade management to drop its hierarchical approach so that employees are encouraged to initiate projects that help the company?
—Stifled, human resources officer, finance/insurance/real estate, Katmandu, NepalRead More
What are the alternatives if we scrap the annual performance review?
—Torn in HR, warehouse/ distribution, Virginia Beach, Virginia
Is our financial-services company treading on dangerous ground if we rely too heavily on pre-employment personality tests? How much reliance is too much?
—Personality Flaws, finance/insurance/real estate, multinational
We have an employee who inadvertently broke some inexpensive equipment while on the job, but did not tell management about it. How should we handle this? The item can be replaced for less than $100, so cost isn't the issue. The employee's behavior is.
—Hates Secrecy, manager of manufacturing, Rochester, Minnesota
What is the difference between workforce planning and succession planning?
—Perplexed Recruitment Specialist, government, Hamilton, Ontario
Our company is helping to build a light-rail train line at an airport. A key objective: demonstrating on-time performance and service, even before trains are put into operation. We required our employees to clock in and out of work as a way of maintaining schedules, but the process generated complaints. Employees say we use it to snoop, and some managers have in fact used the clock time to discipline employees. How can we better manage the process and the communication?
—Uh-Oh, HR Generalist, transportation, Southeastern U.S.
We are considering outsourcing our entire staffing process to an outside vendor. How do we assess the advantages and disadvantages of this?
—Weighing Pros and Cons, HRD specialist, government, Washington
We are creating employee self-assessments and employee review documents. Should the self-assessment mirror the employee review in the questions being asked? Some folks here believe the questions ought to be identical.
—Expertise, Please, accounting/human resources manager, Auburn Hills, Michigan
We want to fix our recruiting after some bad hires. How can we measure the effect, in dollars and other costs, of poor hiring decisions?
—Penny-Pinching Recruiter, government, New South Wales, Australia