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 could we get managers to influence employees?
— Not Influential Enough, director of human resources, manufacturing, Kerala, India
In the wake of some high-profile exits in the past few days, we take a look at some of the more interesting employee exits.
We’re hearing more people talk about engagement for contractors and temporary staff, or contingency labor. While this sounds great in theory, how plausible is it? And does it carry the same weight as engaging our direct hires?
— Enough Worries, project manager, architectural manufacturing, Memphis
Leaders' their vision begins with the organization’s overall mission and the values that will drive how team members work, treat one another and serve their markets or consumers year after year.
The average age of our workforce is 48 years. We'd like to develop a strategy to prepare for the aging of our workforce, but what's really the most effective thing we should do? Who should be involved or giving input? We know we need to do something, but we aren't sure what's going to be effective. And we don't think we can “hire” our way out of it.
—Not Getting Any Younger, manager human resources, financial services, Amsterdam, New York
We've completed our skills gap analysis and competency profile - but we can't find enough good candidates in the job market who have the right skills. Now that we have all this information, where do we go from here?
— Only Half the Problem, HR consultant, Nairobi