When it comes to retaining and motivating employees, compensation is important, but communication is key. Especially for a company with a combination of on-site and virtual employees, regular, required communication between management and staff—and among peers—is essential.
HR wears many hats, one of the most important being keeping your organization out of court. An equally important—and related—hat is smoothing out the "people problems" that inevitably arise in any organization. Here's useful advice on how best to solve common employee problems.
If you've held off on implementing changes to your organization's health benefits until the Supreme Court rules on the health care reform law, it's time to get busy.
There’s a huge difference between mastering a specific task and managing employees. Supervision requires a different skill set that, for many rookie managers, doesn’t come as easy as doing the work. Here are 10 tips to help new managers transition into their roles.
A recent HR Specialist poll found that casual attire is the norm in 88% of our readers’ workplaces. But a culture of dressing down doesn’t mean organizations don’t need a dress code. What people wear to work is more than a matter of personal preference. One area of primary concern is safety.
Bosses aren’t the only ones who can provide feedback to employees. Giving negative feedback requires you to counsel and criticize in a way that alerts a co-worker to where the problem lies and what must be done to solve it. Follow this seven-step method:
Erroneous assumptions about overqualified candidates may cause you to miss out on a great employee and lead to a discrimination claim, so it's important to change your mindset. Here are three myths concerning "overqualified" job candidates:
There’s a good chance that what your employees actually do every day has little in common with what’s written in their job descriptions. That’s a problem. Inaccurate or incomplete job descriptions can cause legal liability for employers, especially if the EEOC or the DOL comes calling.
The best leaders spend less time transmitting and more time receiving. The transmitters are so focused on driving their agenda and goals that people eventually tune them out. The receivers do more than just hammer the message home—they stop to learn and observe what’s going on with people.
More than half of U.S. employers are having trouble filling mission-critical positions, a ManpowerGroup report notes. It’s time to turn around the trend. Here are nine ways organizations are addressing the post-recession skills shortage: