About one-third of our 650 employees work remotely from home offices. As a result, hiring people who are self-starters is important. What is the best way to assess whether a candidate has the initiative to work with minimal supervision? Are there any tools that could help us?
—Unmotivated Need Not Apply, quality control specialist, software/services, Fort Lauderdale, Florida
How do we develop performance indicators for human resources administrative roles?
— In Development
We want to separate two processes: performance management with a focus on developing people, and merit raises based on an employee’s contributions to our business success. How do I proceed? And what are the benefits of doing so?
—New and Improved, nonprofit, Grand Rapids, Michigan
How do we develop competencies for lenders? We thought about doing it around loan origination, but that seems too volatile. Plus, we don't want people pushing loans just to meet performance objectives. Any hints on how we can tackle specialized competencies such as this?
— Competencies on Loan, Polokane, South Africa
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
How do I demonstrate the development impact of coaching on our leaders?
— Weights and Measures, health care, Florence, South Carolina
Our company is coping with average turnover of 40 percent. Could HR make a development plan that effectively reverses this trend?
— Failure to Communicate, telecommunications, Santiago, Chile
What is the best strategy for succession planning in an organization that is top-heavy with aging employees?
— Looking to the Future, senior corporate D&T adviser, energy, Abu Dhabi
Our company soon must replace a number of senior-level boomers nearing retirement. How do we develop younger high potentials to take over as senior executives? Does it take a different approach than we used in years past?
— Our Future Is Our Past, senior organizational development officer, financial services, Gaithersburg, Maryland
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