I’ve noticed that over the past three days that not only are readers rediscovering older stories, they’re leaving comments and sending them out via social media.
It’s a harsh reality when you realize that it can get a little lonely at the top.
Like many companies, we have an annual performance review of employees. At the beginning of the financial year, KPAs, goals, targets are mutually agreed. There is quarterly review of performance followed by annual review. Employees are rated on predefined performance criteria on a scale of 1 to 5. Subsequent to rating, we wanted our line management to rank employees against each other in order to have ranking order. Line management is not inclined to ranking, for obvious reasons. Is there any way to know if ranking is the right approach for our performance management?
— Really Clueless, assistant GM, manufacturing, Hyderabad, India
How could we get managers to influence employees?
— Not Influential Enough, director of human resources, manufacturing, Kerala, India
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.
How should our organization define the term employee engagement?
—Open-Ended Question, staffing/HR services, Highland Mills, New York