As Garcia v. SAR Food of Ohio illustrates, if you fail to pay under these circumstances, you are taking a huge wage-and-hour risk.
Our management wants me to make a presentation justifying the need for additional staff. I started with a “statement of opportunity” and included:
What else might I need to include to get senior management to approve the additional positions?
—Out of Ideas, talent management consultant, automotive, Abu Dhabi
It’s a harsh reality when you realize that it can get a little lonely at the top.
Is there any logical grouping or hierarchical order to the factors that impact talent management? For example, gaps include: A) imprecise career paths, B) engagement, C) skills development, D) subjective performance assessments, etc. Are there rules about which is foundational and which is built on the foundation?
—More than Theory, training and development leader, telecommunications, Quebec
I have three interrelated questions on succession planning. Our 300-person company is coming late to the succession-management game and needs to know the best way to ramp things up quickly. Should we start at the top with our executives, or is it more important to work from the ground up, beginning with key non-executive leadership slots? And how much analysis of our regional talent market should be included in our in-house assessments? As a small company we don't really have a formal board of directors to guide our process. Is that the first thing we should do?
—Unsuccessful Succession, co-founder, services business, Amherst, Massachusetts