Aside from restarting raises, how else could we reward employees whose pay has been relatively flat during the past several years?
—Money Isn't Everything, staff development, hospitality and travel, Washington, D.C.
What evidence is there to support a link between workplace diversity and rising engagement? More to the point, how do the two things go hand in hand to create measurable value — i.e., increased sales/growth — that we could track over time?
—Melting Pot, transportation and warehousing, Memphis, Tennessee
I still don't under understand what is meant by employee engagement. Help me grasp the idea and why it is getting so much attention. Sounds to me like just a fancy term for employee morale.
—Puzzled managing partner, telecommunications, Fort Worth, Texas
In addition to salary and compensation, shouldn't this beg the question: How do nonsalary/compensation benefits factor into the retention equation? Many companies derive value from enhancing their culture through workplace chaplains, health care clinics, life coaches, etc. Salary and compensation rightfully dominate the attention, but ought we also address the noncompensation and cultural aspects of retention as well?
—Big Picture, HR services, Illinois
Our company began growing in 2005 and managed to survive the recession. How has workforce planning changed during that time? We want to be prepared to grow as the economy gets better, and are interested in making sure our talent management is in line with best practices.
—Almost Like Starting Over, recruiting manager, manufacturing, Cleveland, Ohio
We have people of vastly different age groups in our workforce. What's the key to tailoring engagement to individual groups by age? What can we do to appeal to the varied and different interest among these groups?
—One Size Doesn't Fit, talent management specialist, services, Singapore