Are there best practices or techniques for using social resumes and mobile recruiting tools when sourcing candidates? I'm looking for guidelines on making sure we see each résumé without it becoming a time management issue. Our goal is the same: Find the best available talent, but our team is primarily trained to recruit the old-fashioned way.
—Old School, recruitment services practice manager, manufacturing, Anniston, Alabama
Our privately held company recently went public. How are human resource practices different from a privately held company to one that is publicly traded? Is there a checklist for us?
—Not Used to Public Scrutiny, Naples, Florida, financial services
We have some highly qualified candidates who we want to bring on as interns. How can we help them transition into our organization?
— We Might be Hiring
We are considering outsourcing our entire staffing process to an outside vendor. How do we assess the advantages and disadvantages of this?
—Weighing the Pros and Cons, HRD specialist, government, Washington, D.C.
How do we evaluate whether coaching can be quantified with lowering our turnover and boosting our overall engagement?
—Metrics-minded OD specialist, hospitality, San Diego
How do we go beyond the onboarding and orientation process and take steps to ensure it remains sustainable?
—In it for the Long Haul, HR & admin, Bridgewater, New Jersey
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
We may have an attrition problem, but I'm not quite sure. Our turnover is between 12 and 15 percent the last three years, but this year is ticking closer to 20 percent. This does not include involuntary terminations due to downsizing/restructuring. We know some turnover is due to market factors, and some due to cultural growing pains (we've doubled in size the last five years). From an analytic view, how could we determine if our turnover might present a future lingering problem?
—Starting to Worry, HR manager, software/services, Minnesota
How do we develop competencies for lenders? We thought about doing it around loan origination, but that seems too volatile. Plus, we don't want people pushing loans just to meet performance objectives. Any hints on how we can tackle specialized competencies such as this?
— Competencies on Loan, Polokane, South Africa
How do we craft a compelling argument to justify the need to retain employees? Our agency is short of staff, yet the unit is saddled with the responsibility of keeping people and property safe by enforcing traffic rules and regulations. We are concerned about the impact of not having adequate staff and want to convince higher-ups to ensure we have the staff we need.
— Critical Need, project specialist, government, Nigeria