Senior director of HR and administration, University of Louisville (Kentucky) PhysiciansRead More
My company underwent a recent merger that created a need for new managers. Our organizational structure also is changing to run much flatter. The newly merged organization is looking for a way to identify candidates for the new management jobs. Historical data on performance either is lacking or not available. How do we go about the task of assessing which employees to interview for the management roles?
— Data Blackout, organizational development specialist, manufacturing, Teaneck, New Jersey
Some of our employees are set in their ways, and it's hard to persuade them to learn new things. What can we do as an organization to help them adapt to dynamic situations?
—Stuck in a Rut, learning and development specialist, Milan, Italy
During management meetings, discussion invariably turns toward the subject of continuous change. We want to become a learning organization, making any necessary changes that will help us be more customer-oriented. We're having trouble getting beyond the discussion phase, though. How do I persuade our management team to let human resources spearhead this cultural change?
—On the Sidelines but Hoping to Play, HR manager, publishing, Sydney
What best practices do leading companies apply when managing a multigenerational workforce?
—Generation Gaps, HR project manager, Canberra, Australia
Amanda Pires joined her former boss in mid-April, replacing former communications chief Eric Brown. She's now leaving, according to a person familiar with the matter. Her Yahoo cellphone number has been disconnected, and Pires did not return messages sent to her through LinkedIn and Facebook.
Senior executives at our midsize organization believe it's time to begin succession planning. How do we explain the potential impact to employees, including the effect on career development?
—New to the Game, finance/insurance/real estate, Oklahoma City, Oklahoma