We are currently engaged in the process of training all of our managers in the principles of exemplary leadership. To support this effort, we want to move away from a "control and compliance" approach to performance management. How do we redesign our tools to promote employee ownership, accountability, and commitment through a set of shared values and goals?
—Culture Warrior, senior vice president human resources, financial/insurance/real estate, Sarasota, Florida
We have a manager who feels that “motivation” should be in the form of criticism – to encourage the employee to “work harder.” If indeed this is his style, what is the best approach to giving constructive criticism to employees as a motivator?
—Providing Constructive Feedback
Do you know if there is any kind of normal attrition or resignation numbers for industries or size of companies? What is considered normal?
—Not Sure When to Worry, automotive, Auburn Hills, Michigan
What is big data and why should HR care about it?
Is there any logical grouping or hierarchical order of the factors that affect talent management? For example: imprecise career paths, engagement, skills development, subjective performance assessments.... Are there rules about which ones are foundational and which ones get built on the foundation?
—We Need a Solid Foundation, training and development program leader, telecommunications, Montreal
Engagement is not a priority for our organization. What can be done to increase the buy-in of senior leaders on the need for engagement programs?
—We Care: Execs Not So Much, talent coordinator, science and education, Denver, Colorado
Before we begin our change initiative, I've been asked to do some research on "change mistakes." (I figure not doing research probably is first on the list). What are the most common mistakes we need to avoid – before and after the change management takes place?
—Blowin' in the Wind, project coordinator, consulting/legal, Jakarta
We have a dilemma. We have some positions for which we can’t internally promote our existing employees, since they lack the requisite skills (leading teams, innovating, etc.). We considered promoting some folks anyway, but decided against it. That means we now are in the process of recruiting external candidates. Here’s the question: How could we reasonably know that a person externally hired will be better (and stay longer) than someone we promote from within and train?
—A Worried Executive, services, Amherst, Massachusetts
Our industry -- healthcare -- is booming. We're seeing lots of new hospitals and clinics getting set to open, creating a demand for skilled and experienced employees. That has us a little worried about staff attrition. We expect to lose some people, but what are some practical steps we could implement to get out ahead of this issue?
—A Little Nervous, assistant HR manager, health care, Singapore
Our CEO and top human resources leader recently separated from the organization – about three months after the release of our most recent survey results. What is the best strategy to get the new CEO and HR leader engaged in developing an organizational response? Please note action planning is now occurring at the department level.
— Adrift without an Anchor, HR manager, government, Minneapolis