How can we think more broadly about the link between our employees and providing rewards and recognition?
—Giving the Gift, publishing, Chicago
How do we craft a compelling argument to justify the need to retain employees? Our agency is short of staff, yet the unit is saddled with the responsibility of keeping people and property safe by enforcing traffic rules and regulations. We are concerned about the impact of not having adequate staff and want to convince higher-ups to ensure we have the staff we need.
— Critical Need, project specialist, government, Nigeria
What can employers do when they have invested heavily in their employees’ development and then the employees resign some time later?
— Losing Talent and Money, HR service director, staffing, Barbados
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
I am an HR generalist at a nonprofit social services agency that deals with domestic violence. Due to the nature of the work, we have always experienced a turnover rate between 30 and 40 percent. Is our turnover rate at or near average benchmarks for this line of work? And knowing we can’t change the stressful nature of the work, how do we keep our best people from burning out?
— Stress is Killing Us, HR/facilities manager, nonprofit, Phoenix, Arizona
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
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