What do we do when experienced employees don't want to mentor fresh blood? Specializing in products for which experienced talent is hard to recruit, my company has to focus a lot on developing new talent and training them on the technical skills to build a critical talent pipeline. Because of the overall economic volatility, the employees feel insecure of losing what they have. We have found out through exit interviews that young talent is leaving us because they receive little help and training from their seniors. We suspect fear of losing their current position is the reason. What do we do?
— No One Cares Here, manufacturing/production, Lahore, India
We have a problem that needs resolution right away. One of our supervisors avoids dealing with a problem employee, who tends to bully others into accepting his ideas and resists collaborating with his co-workers. Each time a complaint is brought forward, this supervisor buries his head in the sand. What kind of training or intervention should we provide? How do we raise this delicate issue?
— Intimidated by the Problem, human resources specialist, nonprofit, Washington, D.C.
My company wants to start an employee stock ownership plan, or ESOP, that defines a vesting year as being an actively employed participant on Dec. 31 of that year and you credited with at least 1,000 hours of employment. Should this include regular hours, overtime hours, and PTO hours? What else might we need to consider?
— ESOP Fable, financial/insurance/real estate, Des Moines, Iowa
My company wants to enable employees and their reporting managers to take complete ownership of the learning process, from identifying learning objectives to figuring out the best way to learn. What are the ways I can create this 'willingness to learn' among employees so that they actually take ownership?
--Shared Responsibility, manufacturing production, Mumbai, India
We have been doing research regarding virtual organizations — particularly related to training and the role that managers play. How we do get our organization to adapt/embrace this new way of working?
— Changing World, assistant HR specialist, Port Elizabeth, South Africa
In our recent employee opinion survey, staff in the finance department identified rewards, recognition and career advancement as their top three concerns. Which area should we focus on improving first?
— Priority Setter, Utilities, South Carolina
How do we recruit (or groom) “contagious” leaders — people who spread their skills and develop more leaders? I know it won’t be easy, but give me some idea how to go about establishing this type of leadership culture.
— Leadership Sickness, Oil and Mining, Alabama
We have been moving slowly to integrate social learning in our LMS. We want to include tools that boost the nature of collaboration among our workers, especially among those who are stationed remotely. How do we evaluate social learning platforms to find the best match? How heavily should we rely on employee feedback?
— Socializing at Work, vice president of talent, manufacturing, New York
What are common practices that employers follow when a current employee turns up with a failed background check? What are some instances that would or should result in termination and what are some violations that could be deemed acceptable?
— Background Noise, HR associate, software/systems, New York
What is the best strategy for succession planning in an organization that is top-heavy with aging employees?
— Looking to the Future, senior corporate D&T adviser, energy, Abu Dhabi