How do I convince my supervisors why they need to be accountable for employee development? Some of them get it, but others seem to view this as an increased responsibility that belongs to the HR function. What training resources could I use to make the case?
— Not Persuasive, staff coordinator, health care, Colorado Springs, Colorado
Our leadership team is looking at several managers for potential promotion. All the candidates are good, but we can only promote one. There isn’t a great deal to separate them — each person has assets and deficits. Since the margin of difference is small, what can we do to make sure we make the right choice? — Talent Scout, director of development, electronics, Scottsdale, Arizona
Do you know if there is any kind of normal attrition or resignation numbers for industries or size of companies? What is considered normal?
—Not Sure When to Worry, automotive, Auburn Hills, Michigan
Is there any logical grouping or hierarchical order of the factors that affect talent management? For example: imprecise career paths, engagement, skills development, subjective performance assessments.... Are there rules about which ones are foundational and which ones get built on the foundation?
—We Need a Solid Foundation, training and development program leader, telecommunications, Montreal
Engagement is not a priority for our organization. What can be done to increase the buy-in of senior leaders on the need for engagement programs?
—We Care: Execs Not So Much, talent coordinator, science and education, Denver, Colorado
When companies promote a learning environment where workers enjoy what they’re doing, those workers are going to want to stay longer.