Why are organizations spending so much time discussing what might happen as opposed to addressing the damage abusive behaviors are causing them right now?
Our executives have told us they want everyone here to “think like a leader.” The thrust is to get people to take ownership and hopefully boost engagement/morale and make us generally more productive and a better place to work. We have good leadership programs in place but have never applied a leadership model across the entire organization. Although this sounds like a great idea in theory, how do we put it into practice? Where do we start and what steps do we follow? — Aiming to Please, distribution, Gaithersburg, Maryland
If unhealthy employees are bad for business, then I think it’s fair to argue an executive who plays ‘body police’ and essentially bullies employees into participating in a wellness program is bad for business, too.
The Labor Department is watching this issue. These types of claims are increasing, and you take a risk of a retaliation claim if you terminate an employee who reported a workplace injury.
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
How do I convince my supervisors why they need to be accountable for employee development? Some of them get it, but others seem to view this as an increased responsibility that belongs to the HR function. What training resources could I use to make the case? — Not Persuasive, staff coordinator, health care, Colorado Springs, Colorado
Roughly 70 percent of companies said that high school students who complete their internship programs are likely to land a college internship as well.
Our leadership team is looking at several managers for potential promotion. All the candidates are good, but we can only promote one. There isn’t a great deal to separate them — each person has assets and deficits. Since the margin of difference is small, what can we do to make sure we make the right choice? — Talent Scout, director of development, electronics, Scottsdale, Arizona
We have employees in a work area who are constantly bickering among themselves. They start rumors about each other, even though they've been warned of disciplinary action regarding their behavior. How close are we to completely losing our professional environment? — Frazzled, compliance and ethics officer, contracting and consulting, Madison, Mississippi
I have been given the task of defining the learning and development culture of our workforce (using Six Sigma tools). What type of questions should be included in our first employee survey? They need to be kept simple and to avoid "bias" in the responses. — Finding Who Are We, HR administrative assistant, manufacturing, Sydney, Australia
Civil War book reveals older generations have dismissed younger generations for, well, generations.
A line exists between the use of general profanity in the workplace and the use of profanity directed at somebody because of their religion. Nevertheless, employers should take seriously all harassment complaints in the workplace.
If you're having a problem with workplace gossip, one solution you might want to avoid is a policy banning it outright, at least according to the recent opinion of an NLRB Administrative Law Judge
The average age of our workforce is 48 years. We'd like to develop a strategy to prepare for the aging of our workforce, but what's really the most effective thing we should do? Who should be involved or giving input? We know we need to do something, but we aren't sure what's going to be effective. And we don't think we can “hire” our way out of it. —Not Getting Any Younger, manager human resources, financial services, Amsterdam, New York