When hiring employees, negligent hiring practices can doom the process. Learn from your colleagues’ successes – and avoid their pitfalls.
Smart interview questions, well-written job descriptions, and sharp interviewing result in hiring employees that work out well, AND make you look good in the process.
The IRS thought its new program of hiring private debt collectors would be up and running by summer.
If you’re like most U.S. employers, you probably overpay some health care claims and provide coverage to employees or dependents who shouldn’t receive it. That’s because health insurers make more processing and payment errors than you’d expect.
Brazilian equipment supplier Semco has grown an average 27.5 percent a year for 14 years, despite wild fluctuations in Brazil’s economy. The reason: Semco’s radical use of participative management. Of the employees’ 3,000 votes, CEO Ricardo Semler gets only one.
Randy Nelson, dean of Pixar University, doesn’t like outsourcing, but
not for the reasons you might think. He’s not worried about job
security; his reasons are all about creativity.
The IRS can hit you with dozens of different penalties if you fail to follow the letter of the tax law. They’re often arcane and difficult to understand. And although many of the penalties are relatively small on their own, they can add up quickly. So, a single mistake could snowball into hundreds or thousands of dollars.
“I’m from the government, and I’m here to help.” It may be the punch line to an old joke, but it can also be a valuable message that small business owners overlook.
Each year, Congress and the IRS throw a few new ingredients into the tax-return stew. Here are some key tax-law changes that will affect your 2005 business returns.
Hugh Panero did not give up. The chief executive at XM Satellite Radio spent two years recruiting
investors to support his plan for becoming the world’s largest
subscription radio service. He nearly saw it slip away when the backers
set a make-or-break deadline.
Here are a few precepts, drawn loosely from the Lewis and Clark
expedition, of maintaining a realistic optimism while leading your team
into the unknown:
Nobody talks about it, and it’s against the rules of virtually every
employer, yet the practice thrives: It’s called making “homers”: items
or work produced on company time for personal use. Harvard Business School assistant professor Michel Anteby has explored
the practice by interviewing retired French metalworkers. He found that
leaders of all stripes—managers, supervisors, executives—know about
homer-making, and most ignore it. But why?