Workplace Culture

Stoking Performance Management Leadership

We are currently engaged in the process of training all of our managers in the principles of exemplary leadership. To support this effort, we want to move away from a "control and compliance" approach to performance management. How do we redesign our tools to promote employee ownership, accountability, and commitment through a set of shared values and goals? —Culture Warrior, senior vice president human resources, financial/insurance/real estate, Sarasota, Florida

Team Coaching for Highly Motivated Employees

Our employees often work in teams, executing projects or drumming up innovation. How valuable is it for us to implement coaching for these folks who are already highly motivated? We were considering some type of "team coaching," although we don't really know if such an animal exists. —Pleased with Our Employees, but not Complacent, engineering/architectural, Washington, D.C.

Increasing Engagement Programs

Engagement is not a priority for our organization. What can be done to increase the buy-in of senior leaders on the need for engagement programs? —We Care: Execs Not So Much, talent coordinator, science and education, Denver, Colorado

Factors That Impact Productivity

Is there any logical grouping or hierarchical order of the factors that affect talent management? For example: imprecise career paths, engagement, skills development, subjective performance assessments.... Are there rules about which ones are foundational and which ones get built on the foundation? —We Need a Solid Foundation, training and development program leader, telecommunications, Montreal