How do we start to build a high-performance organization? What should our blueprint look like? And how should we measure our progress?
—Starting from Scratch, executive consultant, software/services, Peoria, Illinois
I still don't under understand what is meant by employee engagement. Help me grasp the idea and why it is getting so much attention. Sounds to me like just a fancy term for employee morale.
—Puzzled managing partner, telecommunications, Fort Worth, Texas
Our management wants me to make a presentation justifying the need for additional staff. I started with a “statement of opportunity” and included:
What else might I need to include to get senior management to approve the additional positions?
—Out of Ideas, talent management consultant, automotive, Abu Dhabi
Is ‘talent to lead’ something we could quantifiably measure? And if so, how? We've read Gallup reports that only 1 in 10 people possess the quality to lead. Yikes.
—Looking for Leaders, HR consultant, technology services, Salt Lake City
Why can't we use blood-alcohol tests, rather than breath-alcohol testing, if we reasonably suspect an employee is intoxicated?
—Sidestepping the Minefield, HR consultant, sales/consulting, Springfield, Illinois
I am working for a company that doesn’t want to spend money on recruiting, but wants lots of warm bodies to interview. I have maxed out new résumés and posting jobs on free boards. How could we get more people interested?
—Make Something From Nothing, staffing and recruiting, energy, Boston
How do we develop performance indicators for human resources administrative roles?
— In Development
How do we curb a rude micromanager? This particular supervisor treats both customers and employees with little respect. The problem is exacerbated by a district manager who refuses to document the infractions, and an assistant manager at the same location who is nearly as big a problem. The result is long-term employees giving notice, not to mention difficulty recruiting new people. Is it too late to intervene and redeem these leaders? Or should we start cleaning house?
—Talent Turmoil, retail trade, Richmond, Virginia
I am a human resources consultant trying to gingerly solve a managerial behavior issue. A certain leader seems to try and determine who might be saying things about him and often seems to make life difficult until he finds out. How do we intervene to intercept this behavior?
—Personality Clash, executive trainer, HR services, Mercer Island, Washington
In addition to salary and compensation, shouldn't this beg the question: How do nonsalary/compensation benefits factor into the retention equation? Many companies derive value from enhancing their culture through workplace chaplains, health care clinics, life coaches, etc. Salary and compensation rightfully dominate the attention, but ought we also address the noncompensation and cultural aspects of retention as well?
—Big Picture, HR services, Illinois