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Some
find it difficult to understand how proper human resources, organizational
development and training can help their business be successful. And
some think they should just know the best answers. Below are questions
we have resolved to help you get the monkey off your back. If any
of these situations sound familiar, we welcome your inquiry…
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- We
have just finished developing our new corporate culture (Vision,
Mission, Principles and Values) and some of the people who are
"key" for successful implementation are "sitting
on the fence" waiting to see others' changes in behavior/attitude
before they buy-in. What can we do during this transition period
to get them on board?
-
Our company is in start-up mode. We need to add staff and double
our size in 8 months. What Human Resources policies and practices
must we have in place? What employee benefits should we offer?
What don't we know that we should know in order to become an employer
of choice?
-
We are in a plant start-up mode with just a skeletal management
team and production team. We are a group of highly trained professionals
with different backgrounds and agendas. What can we do to "gel"
the management team so that when we begin production mode and
add employees, we model the leadership style and philosophy that
will make us an employer-of-choice?
-
This is a competitive labor market. Recruiting and retaining highly
skilled employees have become regular challenges for us. Besides
salary increases, what else can we do to attract and retain high-caliber
employees?
- What
can we do about a very talented employee who is accessing pornographic
websites during work hours? His staff has seen him viewing these
sites and are hesitant to work with him. He is a key employee;
we really can't afford to lose his creative abilities. What should
we do?
- Help!
An employee has come to me stating "he" now wants to
be a "she" and to use the Ladies restroom. How should
we handle this very sensitive topic?
- One
of our project managers went to corporate headquarters and made
an off-handed and joking business remark that was very upsetting
to the CEO. No one has told him how seriously this has impacted
his reputation with senior management. What should I do to explain
this "blindspot" to him?
- Absenteeism
has become a very big problem with our company. How do we establish
and communicate that attendance is important to our operation
and to our team environment and that there are significant consequences
for chronic unexcused absenteeism?
- We
do scientific presentations with our clients. One of our managers
has mannerisms that are very distracting, but since he knows the
technical material, he is the only one appropriate to deliver
this portion of the presentation. How can you help us improve
his presentation skills?
- We
have a laid-back organization with several team leaders. The team
leaders have the responsibility but no authority to hold other
team members accountable. One of my team leaders does not carry
out her weekly responsibility for gathering customer information.
I have told my supervisor about this situation and she has simply
said, "Work it out." I have met with my employee twice
and she hasn't changed her behavior. What can I do?
- We
have a senior manager who has "plateaued" on the job
and is subtly resisting all of our efforts to develop productive
teams. He is two years from retirement and has not done anything
to warrant termination. What can we do to re-motivate him?
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