An organization is experiencing a problem with new hires for a specific position leaving the company within the first six to nine months. They previously had several long-term employees in this position, but those employees have retired.

The HR director performs research and determines that several of the employees have joined a competitor. The HR director decides to employ a third-party firm to conduct a salary survey and do a complete review of the job description and a job analysis for the position. Additionally, the HR director performs an internal employee opinion survey in which employees share their belief that the current benefits package lags that of other companies in the area. The results from the third-party survey confirm that the company is lagging the competitor by a large margin in terms of compensation and that the benefits package is no longer competitive.

The departure of the new hires, many going to a competitor, shortly after starting the job is a cause for concern. Which recommendation should the HR director make in order for the organization to see an immediate reduction in the turnover?

The IT director of a research organization has created an innovative software application that enables researchers around the world to conduct research more efficiently. The application has been a great success; it has won several awards and has received recognition from industry leaders. Over time, the IT director has bragged about the success of the program, stating that no one else could have come up with this idea.

Even though the organization's mission is to be a learning organization with a strong commitment to knowledge sharing, the IT director has refused to share knowledge of the application with anyone else in the organization for fear of losing power and control. The organization's leadership won't confront the IT director about this because there is no contingency plan if the IT director were to get upset and quit. While the IT team reports to the IT director, the IT director has no direct supervisor.

Recently, the HR manager received a verbal complaint that the IT director openly yelled at the IT team during a meeting—intimidating staff and making them feel worthless. Upon examining the issue, the HR manager learns that the IT director constantly overworks employees and treats them in an intimidating manner. The HR manager discovers that the IT director has created a culture of being uncollaborative by explicitly telling the rest of the IT team not to share any of the department's secrets. Furthermore, the IT team has been told to lie about the status of certain projects by stating that work is being done when in fact it is not.

Based on the initial discoveries of the HR manager, which action(s) should be taken against the IT director?

Which part of the organization has primary responsibility for bringing in revenue?

How does replacement planning differ from succession planning?