A firm has been on the brink of closure twice in the past 10 years. With a workforce that has been reduced from more than 10,000 to just below 3,000, there have been virtually no new hires in a decade. Today, through ingenious transition planning, the organization finds itself in a position to hire. This has been a challenge for IT where the old guard is now faced with a new breed of IT people current in all the latest trends and eager to make change happen. Any ideas on building the team?
— Old Guard, New Tricks, consulting, Ontario, Canada
We are a big retail organization that is just starting to launch job evaluations for all our positions. Our ultimate goal is to make sure people have an opportunity to grow and are in jobs that best suit their interests/goals. We realize no system is perfect, but what are some solid methods or approaches to sort out the most relevant data to use when making our assessments?
— Shed Some Light, HR Manager, retailing, Illinois
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
I’m wondering about strategies to turn low-potential employees into high potentials. How often is this done and are there any best practices?
—What About the Also-Rans? OD specialist, software/systems, Washington, D.C.
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