How do we develop profiles of "ideal" employees for each job? Not the usual job descriptions, which don't give us the precision we're looking for?
—Only the Best Please, manufacturing, Buffalo
How could we carve out internal career paths for developing women in leadership?
—No Glass Ceiling Here, finance/insurance/real estate, New York City
I have a question regarding the 1,000-hour vesting/participation requirement related to disability: Employee A works 400 hours as an active (regular) employee. At that point, the employee gets a temporary disability (because of nonwork related activities) and no longer performs work, but is not terminated and remains an employee. In this case, does the 1,000-hour rule get waived since there is a disability? Or does it stay in place since there was no termination event? Thanks for any help/insight.
—Counting the Hours, assistant controller, construction trades, Rancho Dominguez
About one-third of our 650 employees work remotely from home offices. As a result, hiring people who are self-starters is important. What is the best way to assess whether a candidate has the initiative to work with minimal supervision? Are there any tools that could help us?
—Unmotivated Need Not Apply, quality control specialist, software/services, Fort Lauderdale, Florida
How do we use big data to inform our hiring decisions?
—Analyze This, talent management consultant, software/services/technology, San Jose, California
How should first-line supervisors deal with an agency head who continually encourages subordinates to bypass their supervisors in making reports about employee performance, work relations, and/or operations? Speaking to this agency head has already been tried and failed. This encouragement comes in the form of an "open door" policy, enabling behavior such a listening instead asking them to address with their supervisor first, and even sometimes via direct instructions to do so.
—Frustrated and Discouraged, government, Phoenix
Aside from restarting raises, how else could we reward employees whose pay has been relatively flat during the past several years?
—Money Isn't Everything, staff development, hospitality and travel, Washington, D.C.
We have some departments that are better equipped for succession than others. Ours is a Fortune 500 company in a dynamic, regulated industry. How do we pinpoint our weak spots and begin to make succession an integrated component of our strategic planning? We’re stymied on first principles for getting started.
—The Future Is Passing Us By, pharmaceuticals, Philadelphia
What are the disadvantages of continuing to do performance evaluation?
—Pros and Cons, HR associate, light manufacturing/food production, Masaka, Uganda
Our executive team wants to create executive coaching model. Which ingredients should be included to ensure we build the best methodology? The goal is to start at the top and trickle mentoring downward to our front-line managers, supervisors, etc.
—View From the Top, data processing/IT, Santa Clara, California