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Dear Workforce How Do We Help a New Manager Manage?

June 13, 2011
How should a new manager approach employees who aren't doing their jobs? All of our employees have job descriptions and written job expectations, yet many come up short when it comes to meeting them. One is a diligent manager who tries hard to create an effective branch—and to help employees develop their skills for possible career advancement. We are concerned she may be overcome by frustration.
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Dear Workforce We Lost Historical Data on Our Staffing Strategies. How Do We Rebuild?

May 31, 2011
I have been given the assignment of establishing a strategic plan for staffing to become a "world-class staffing department." The trouble is, lack of data into our past: All historical information compiled from our previous HR manager got tossed during a reorganization. So how do we gain insights into where we have been, so we know which directions to take going forward? Any suggestions?
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Dear Workforce How Do We Gauge Our Employee Culture After a Merger?

May 31, 2011
We are planning to launch engagement surveys to our full-time employee population. We have purchased a few smaller companies in recent years and would like to ask a different set of questions to employees who have become part of our company as a result. Specifically, we wish to gauge how the acquisition was handled by our company, as well as the transition to being considered part of the parent company. Our motivation is to pinpoint areas of concern to the newly integrated employees, and to avoid repeating certain behaviors in future acquisitions. What are some suggested questions to use that would give us this kind of insight? —Building (or Repairing) Bridges, human resources adviser, marketing, Dallas
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Should We Worry That a Manager Pals Around With HR Staff?

April 6, 2011
We have a manager with considerable authority who regularly pals around with a member of my human resources staff. It is common knowledge that they are good friends. I would like to find out what this situation could possibly do in terms of employee perception and effective management. I don't have any evidence that there have been any compromises, but should I, as HR supervisor, be worried about possible leaks of confidential data and possible negative employee perception? How should I handle this delicate situation—if it needs to be handled at all?
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