I have a question about how to handle software training for our staff. We’re going to be upgrading all the PCs around the office over the next few months, and I’m worried that we’ll have a productivity slump. In particular with Windows 7 coming out, I have concerns that the new operating system and software will have a steep learning curve. We experienced that in spades with Windows Vista, and I don’t want a repeat. We have 18 employees who will be affected. Should we hire a trainer to come in? Send staff for off-site training? Rely on the software documentation and online support? I’d appreciate any advice.—Steve, NE

We're considering starting a "leave donation" program in which employees could contribute accrued sick, vacation and personal leave to co-workers whose ongoing health problems drain their own leave banks. It sounds like a great idea, but I want to make sure we do it right. For those of you who have such programs, what issues should I consider as I draft the policy? Have you experienced any unintended consequences?—Bill, Colorado

We're looking to create an incentive plan for all rank-and-file employees who bring in leads that help us land new business. (That's already part of our sales force's job, so they would be excluded.) What kind of incentives work best? I'm assuming cash is popular—so how much? How should we track our incentive program?—Bill M., Las Vegas

As our company’s only HR staff person, I’m in an awkward situation. My immediate supervisor reprimanded me for the way I handled a recent change in our working hours. Employees were confused, so I sent e-mails to various managers seeking the correct information. That exposed some serious disagreements between the managers and executives about the new hours. My boss said I should not have been so public about it, and then wrote me up for this alleged “infraction.” I think I handled it correctly and want the reprimand removed from my file. What should I do? I’m afraid the company president will take my supervisor’s side.—No name, no location (because I need this job)

I have two part-time security guards working at the same location. One of them works four nights a week; the other works three nights a week. We need security coverage at this site seven nights a week, 365 nights a year. How do I handle giving them the "holiday" time off they're entitled to if someone has to be there all the time?—Lisa D.

Two of our employees—a married couple—for years have requested extra unpaid time off for vacations. The husband works for me, the wife works for the company owner. We recently notified all employees that we would no longer grant any additional time off. I’ve made it clear to the husband that he won’t get any additional time off. The owner, on the other hand, sees no problem with giving both of them unpaid leave this year, even while other employees have to live with the new rule. How should I handle this?—J.L., Wisc.

What can I do about an employee who doesn’t sit upright in his chair in an ergonomically correct position? I don’t mean ordinary slouching; this guy practically lies down in his chair! When I catch him doing it, he straightens up, but then he goes right back to his original position. I have offered to provide any type of equipment that might help, but he doesn’t want anything. His main responsibilities involve talking on the phone and entering data. As the person in charge of workplace safety, I’m trying to prevent any injury claims. Can he be reprimanded or forced to comply? Any suggestions?—Tammy, CA

What would be the nicest and easiest way of telling an employee that we do not want to hire her daughter. We have used her daughter for several temp jobs in the past. She was OK, but we never would have hired her for a full-time job. This employee acts like it's our responsibility to keep her daughter employed every time a position becomes available in our admin department.—Tina, Tennessee

What can we do? One of our employees is not at all productive, but his manager refuses to terminate him. That's because the employee has a terminal illness. The manager speaks to the employee about his poor performance and not following instructions, but that is far as it goes. At what point should HR intervene and press for termination?—Marilyn

We have to lay off several employees. Some have only been with us a couple of years, but one has worked here for 13 years. We want to treat them right by providing severance pay, but I don't know how much is appropriate. Those of you who have been in this situation, how much severance did you offer?—Jason, Ga.

I have a manager who isn’t breaking any policies, but bends the rules regarding his own work schedule. Our managers are required to work 38 hours a week, but do have the flexibility to set their own schedules. This particular manager works his 38 hours, but does so in a four-day workweek instead of a five-day workweek. I’m getting concerning phones calls from his staff. I’m also worried that this sends a mixed message to employees and other managers. Please advise.—Yvonne, Fla.

We're reviewing tons of applications for the few positions we're seeking to fill. What's the best practice for notifying applicants who aren't hired? How do other employers do it?—Sylvia, NYC

I have been doing HR for several years for smaller companies, but don’t have an HR certification. I'm now looking to further my career in HR and have started researching what it will take to make myself more valuable to larger corporations. Some employers mention certification, but others emphasize having a degree in HR. Which is more valuable: SHRM’s PHR certification or a degree? Maybe I should pursue both?—Gienah

We have an office cubicle workplace. Some of our employees like to listen to music during the day. Naturally, not everyone likes everyone else’s taste in music. I don’t want to referee these silly fights. I want a policy that says “If you are listening to music, use headphones.” Does anyone have a policy I can copy?—Laura, Boston

Like everyone else, we’ve been battered by the recession. We’ve started to turn things around, but our employees are pretty beat up by a tough business environment and a couple of layoffs we’ve had to do. Morale is poor. The general feeling is that we’re paddling like mad just to stay in the same place. Any ideas for inexpensive but meaningful ways to show staff that we appreciate their hard work and sacrifice during hard times?—Steve T., North Carolina

Our company has a MySpace page, to which all employees were invited to join. Soon after, one of our employees posted on his own MySpace page a derogatory comment about a co-worker. Naturally, that comment showed up on our MySpace page, and now the co-worker wants us to do something about it. But what? I'm at a loss about how or whether we can do anything. Suggestions?--Anonymous

One of our employees has come to me with a request that makes me nervous. She wants to invite co-workers to attend Bible study sessions on our company’s premises. The gatherings would take place before working hours in a staff picnic area on our grounds. We don’t have any kind of policy addressing this. Are there any legal or other issues I should consider before I decide what to do?—SJM, Fla.

We may have to terminate an employee who has been with us for more than 10 years and has worked with people throughout the organization. When he goes, people are going to notice. Due to the nature of the situation, I don't want to issue a detailed explanation to the rest of the staff. Can I just go with "_ _ _ _ is no longer with the company," or will that just whip the rumor mill into overdrive? Are there any realistic alternatives?—Noreen, S.F.

I'm a one-person HR department, but I know a lot about payroll from an earlier job. Our finance supervisor just quit, so now I'm doing that job too. The sole remaining finance employee got a raise to reflect his increased workload, but I haven't received any extra pay. How should I approach my boss to address this disparity?—B.G., Fla.

I'm going for SHRM's PHR certification, and want to know what to expect, and how others have approached the process. I've completed the SHRM Learning System and purchased a number of resource materials that look good. But I'd love to get feedback from people who have actually been through certification. I'm especially interested in getting comfortable with how the questions are asked. Any suggestions or tips? Better yet, success stories?—Chris

Can anyone share with me a general checklist of the steps we must take and what needs to happen when we terminate an employee?—Mary Jo, Wisconsin

"The recent Forum post about interview questions got me thinking about the question/statement I usually start interviews with: 'So, tell me about yourself.' It seems like a good icebreaker, but I've heard it can trigger some legal problems (learning too much information). Do others use it, or it too cliche?" -- Michelle, California

Now that warm weather has arrived, it seems abundantly clear that some of our employees are, shall we say, hygienically challenged. Any suggestions on what to say or how to handle an employee who has body odor?—Darlene, Pennsylvania

I need some help coming up with good interview questions. We’re hiring and—because the economy is so slow—we’re getting tons of applicants for every job we post. Many are equally well-qualified, so we have the luxury of looking for people with the intangible qualities we seek: initiative, collaborative skills, entrepreneurial spirit, pride in a job well done. I use the standard “Tell me about a time when you…” questions, but I’d like some fresh questions that really get at what kind of person the applicant is. What questions have you asked that revealed stellar personal traits?—Theresa, Chicagoland

One of the managers at our small firm constantly chooses on a whim which company policies apply to her people. She lets the departments she manages have privileges no other department in the company has. For example, they get great latitude when filling out time sheets (which has led to what I consider Fair Labor Standards Act violations). As the HR rep, I hear complaints all the time about this inequitable policy flexibility. What should I do? I’m worried about morale, but also about legal liability. — Louise, Pennsylvania