How do we go beyond the onboarding and orientation process and take steps to ensure it remains sustainable?
—In it for the Long Haul, HR & admin, Bridgewater, New Jersey
Like many companies, we have an annual performance review of employees. At the beginning of the financial year, KPAs, goals, targets are mutually agreed. There is quarterly review of performance followed by annual review. Employees are rated on predefined performance criteria on a scale of 1 to 5. Subsequent to rating, we wanted our line management to rank employees against each other in order to have ranking order. Line management is not inclined to ranking, for obvious reasons. Is there any way to know if ranking is the right approach for our performance management?
— Really Clueless, assistant GM, manufacturing, Hyderabad, India
We may have an attrition problem, but I'm not quite sure. Our turnover is between 12 and 15 percent the last three years, but this year is ticking closer to 20 percent. This does not include involuntary terminations due to downsizing/restructuring. We know some turnover is due to market factors, and some due to cultural growing pains (we've doubled in size the last five years). From an analytic view, how could we determine if our turnover might present a future lingering problem?
—Starting to Worry, HR manager, software/services, Minnesota
How do we develop competencies for lenders? We thought about doing it around loan origination, but that seems too volatile. Plus, we don't want people pushing loans just to meet performance objectives. Any hints on how we can tackle specialized competencies such as this?
— Competencies on Loan, Polokane, South Africa
How do we craft a compelling argument to justify the need to retain employees? Our agency is short of staff, yet the unit is saddled with the responsibility of keeping people and property safe by enforcing traffic rules and regulations. We are concerned about the impact of not having adequate staff and want to convince higher-ups to ensure we have the staff we need.
— Critical Need, project specialist, government, Nigeria
What can employers do when they have invested heavily in their employees’ development and then the employees resign some time later?
— Losing Talent and Money, HR service director, staffing, Barbados
Our university is trying to determine the best way to calculate turnover. Is there an industry standard for how turnover is calculated in higher education?
More precisely, we aren't clear whether to base it on total employee count, number of full-time equivalents, and whether adjunct/non-tenure-track faculty should be included in the turnover ratio. We would love to know how other universities are calculating turnover ratios.
— Numbers Game, budget and finance, government, Colorado
How do I help my managers overcome the idea that people have to work in physical proximity to each other to be productive? They insist that most jobs require close exchange of information and collaboration.
—Trapped in the Past, senior vice president of human resources, nonprofit, Baltimore
We want our salaried employees to truly unplug while on vacation. Many of them seem to feel they are required to "check in" (voice mails, emails) during scheduled vacation time away from the office. I guess this means they're productive, but what about burnout?
— Worried About the Consequences, HR administrator, automotive, Irvine, California
What is the trend among large corporations to offer retiring leaders some guidance or preparation for both the financial and emotional impact of retirement? Why do they do it and what types of services do they offer?
— Fact-finding Mission, president, consulting/legal, Los Gatos, California