Our company is in a geographic region suffering from high unemployment. As a result, our in-house recruiters can't keep pace with the hundreds of résumés from desperate job seekers that we receive each week. Our standard response is that a recruiter will contact people if there is an opportunity to discuss, but that hasn't stopped people from telephoning us in search of more information. And the calls are becoming more frequent and confrontational.
How should we handle this? We want to be fair to the people seeking work, but we simply lack the staff to give personal attention to each résumé. At the same time, we are worried about overlooking a potentially promising candidate.
In a sign that people management is a priority these days, three of the 10 finalist entries in a business innovation contest co-sponsored by the Wharton School involve human resources.Read More
The benefits and HR outsourcing operation was formed in 2005 by then-Towers Perrin and EDS Corp., combining Towers Perrin’s benefit administration services and EDS’ payroll and HR-related outsourcing services.Read More
I need to establish a strategic plan on how we can become a world-class staffing/recruiting department. Unfortunately, all the historical data from previous recruiting managers got tossed. Do you have any simple tips on how to begin this ambitious plan?
Our software company is evaluating the idea of letting some employees work from home. However, we are concerned about cutting down on distractions and making sure they remain productive. We would like to provide some basic work-at-home guidelines to them. What should we include?
The Towers Watson Global Workforce Study—depending on how you look at it—is either eye-opening news or simply a reconfirmation of what we have all known to be true about employer-employee relations for a long time.Read More
Commentary: Great HR people stand between the employees whose energy and talent drives their companies and the fear-based decision-making that seeks to paint every move as a choice between business and its opposite—call it lack of rigor, wimpiness or sob-sister do-goodism. Great HR people know better. They’re willing to be called non-businesspeople, if that’s what it takes to make the right call.Read More
Our fire department is establishing a human resources unit. Should its leadership come from within our organization or from a civilian with the prerequisite knowledge, skills and abilities? What best practices have been developed?
Commentary: Both Bill Clinton and Ronald Reagan could have been great HR pros. Turns out that in order to be a great HR leader, it’s more important to be a moderate than either a Republican or a Democrat. Need proof? Let’s examine the relationship between getting things done in politics and getting things done in HR.Read More
I am in a quandary. I recently joined a Fortune100 financial services company and believe our HR processes are a mess. For instance, HR employees (not in management) share cubicles with some of the employees they support. As a result, confidential conversations often take place within earshot of co-workers. I feel like we in HR are being forced to violate confidentiality, but management seems deaf to the problem. Getting conference rooms is difficult—they are usually booked, and charged back to the department. What advice do you have for how I can continue to provide support to employees and managers while also respecting their privacy?