As we've downsized, several of our employees are working across different departments. As they've now got more than one boss, I'm wondering what's the best way to handle their performance reviews. Should one manager take the lead, or is there a realistic way for all to have equal input?—Joe D, New Jersey

"We're revising some of our policies, and I came across an issue I'd like some perspective on. We don't have an anti-nepotism policy, but it seems like we should. What do other company policies say on hiring employees who live in the same household? Do you reference whether supervisory employees can manage employees if they both live under the same roof?" — Don

“I’ve heard a lot about the ‘Millennials,’ younger employees who are just now entering the workforce in large numbers. They’re supposed to be very tech-savvy and up-to-date on computers, cell phones, Blackberries—and iPods at work too. But they also have somewhat of a reputation as slackers who want their work to be only on their own terms. What’s your experience with these young employees? Are your expectations of them higher—or lower—than for other groups of employees? What’s the key to getting the best performance from them?"—Ted, Illinois

Question: "With the economic downturn, our customers aren't ordering nearly as much as they used to. We can't justify our current staffing levels, so we're going to have to lay off about 25 employees. My HR staff and I have been really focused on how to handle that delicately for the people who will lose their jobs. But it's also occurred to us that we need to be ready to answer lots of questions from the people who aren't losing their jobs. What's the best way to announce the layoffs to the "survivors"? What issues do we need to worry about" — Toni in Cincy

“One of our employees always wears her sunglasses on top of her head at work. It's definitely odd, but I don’t think it’s a federal offense. The owner of the company, on the other hand, absolutely hates it. He told me to tell her to take off the %&$! sunglasses. Our dress code doesn’t say anything about such nonsense, so I’m at a loss on how to proceed. What should I do?” — Jill, SoCal

Question: “One of our employees always wears her sunglasses on top of her head at work. It's definitely odd, but I don’t think it’s a federal offense. The owner of the company, on the other hand, absolutely hates it. He told me to tell her to take off the %&$! sunglasses. Our dress code doesn’t say anything about such nonsense, so I’m at a loss on how to proceed. What should I do?” — Jill, SoCal

What is the best way to deal with an employee who you think is getting ready to start their own business and is soliciting current and former clients for future business?—Dottie, Calif.

Question: What is the best way to deal with an employee who you think is getting ready to start their own business and is soliciting current and former clients for future business?—Dottie, Calif.

“A member of our staff recently came to HR and said she was worried that a co-worker is in such poor health that he might have a heart attack on the job. The supposedly ill employee hasn’t mentioned any health issues at all to HR or management. What's the proper HR response when someone reports that she is concerned about a co-worker's health, and specifically that it's affecting the co-worker's job performance?” — PT in HR

Question: “A member of our staff recently came to HR and said she was worried that a co-worker is in such poor health that he might have a heart attack on the job. The supposedly ill employee hasn’t mentioned any health issues at all to HR or management. What's the proper HR response when someone reports that she is concerned about a co-worker's health, and specifically that it's affecting the co-worker's job performance?” — PT in HR

Question: "Two of our employees have been having problems with each other at work. When I sat them down to find out what was going on, I learned the two had an affair but recently broke up. The man has been badmouthing the woman among co-workers, and that was the source of the bickering. I told them to keep their personal problems to themselves, but I suspect this conflict will continue. If it does, what should I do?"—RP, Texas

Question: “One of our employees persists in e-mailing what I consider offensive jokes and chain letters to staff members. These often contain racial slurs and comments that are intolerant of immigrants and practitioners of some religions. Her boss counseled her not to spread these viewpoints on the job, so she has taken to sending them after hours, from her home computer. I’m not sure we have (or even want) a legal leg to stand on here, but I want to put a stop to this. Any suggestions?” — A.M., Florida

Question: “We've had some discord on our plant floor lately: name-calling, insults and a couple of minor shoving matches. When I spoke with one of our foremen, he said a couple of guys have been purposely needling and picking fights. This sounds like bullying to me. What kind of policies can we invoke to put an end to this nonsense? No one has been hurt yet, but it's taking a toll on morale.” — GRL, Ohio

Question: “Our large office has employees from around the world—including Burma and China. Following this month’s natural disasters in both countries, employees started charity drives to collect disaster-relief funds. (The same thing happened after Hurricane Katrina, and the company itself donated to that effort.) While I applaud their generosity, I wonder if these kinds of drives are entirely appropriate in the workplace. Could we get in trouble in any way? Do we need a policy?” — SKL, NYC

Question: We have an employee whose desk looks like she has a picnic on it every day—and she leaves it that way when she goes home at night. Apple cores, juice bottles, yogurt containers all pile up. The cleaning staff sweeps it all away overnight, but during the day, it's just an unsightly mess. Plus, she sometimes loses work documents in all the debris. Is it OK to tell her to clean up her act and get organized? What should I say? I'm not her mother .... — Malek, Illinois

Question: “We’re a service company, and like everyone else, we’re bracing for the economic downturn and looking for ways to bring in new business. Our president wants HR to implement some kind of incentive or reward program for employees who help get customers to call and invite us to bid. How should I go about setting up such a program? Any ideas on inexpensive rewards that would motivate our staff?” — Steph, FL

Question: How many cigarette breaks are too many cigarette breaks in an eight-hour workday? I think we need a smoke break policy of some kind, if only to keep productivity up. (Maybe we could even keep health care costs down!) Do any readers have such a policy? What unforeseen issues might come up if we crack down?—Anna, Miami

Question: “One of our employees is going through a divorce. Although she says she is doing OK, lately she is making more and more mistakes on tasks that she used to do well. She also seems overly sensitive to constructive criticism and blames others for work problems. Frankly, I think she needs a vacation, but she says she can’t afford one. Any suggestions on how to help her through her divorce without sacrificing job performance? Is there such a thing as a ‘mandatory’ vacation?”—Jocelyn, Mass.

Question: “Even though our policy states that the phones are to be used for company business only, every month our phone bill shows numerous, obviously personal long distance calls to other states. Our office has over 20 phones and there is no way to trace which phone made the calls. The charges for the calls aren't much, but employees should be spending their time working, not talking on the phone. Can anyone give me a solution for this problem?” — Linda, Penn.

Question: “Since September 2007, we have had several layoffs and departmental restructurings. My department started with six of us. Now we are down to three and a half. I know my group is feeling a little shaky about all the changes that have been made. I need a morale booster that is inexpensive and lets the team know that I appreciate their hard work. Any ideas?”—Joyce, Idaho

Question: Tricky situation here: We have a great supervisor with a wonderful track record and excellent evaluations. But recently he missed some clear warning signs that a female employee felt she was having to endure a hostile work environment. Some of her male co-workers’ comments could definitely be construed as offensive. Leaving aside whether or not we are going to get sued, how should I go about disciplining the supervisor?—Michael B., North Carolina

Question: “We have a few exempt employees who consistently arrive late to work. They get their work done, but their erratic schedules inconvenience other employees. Is this a counseling issue? What’s the best way to have that conversation? Or do we need to crack the whip and institute a formal attendance policy? If so, does anyone have some language I can borrow?"—Amy, Philadelphia

Question: “Long story short: Husband and wife both work for our company. Husband accepts another job out of state because we are downsizing. Wife continues to work for us until they can sell their home here. Then she’ll join her husband there. Fast forward: Manager hires a replacement for the wife. She’ll have a job until the end of March 2008, but she’s nonetheless furious. Why? She never resigned! No letter, no final date, nothing. I’m pretty sure we messed this one up. How should we have handled it?”—ST, Florida

Question: “Congratulations to me! I've been tasked with planning our firm's holiday party—but don't have much money to work with. I've got 50 people to please. I think we could afford to go off-site, but I'd rather spend on the food and fun than a hotel ballroom. Does anybody have creative ideas on how to celebrate the season without breaking the bank?”—Sandra, OR

Question: “Recently an employee had chest pains at work and was taken to the hospital. To respect his privacy, we did not make an all-staff announcement about what happened, but did tell management. However, some employees who were very concerned about their co-worker got upset that we didn't keep them informed. Did we handle this correctly? What's should our policy be on disclosing an employee’s health issues to other employees?”—Pierre in AZ