Strategic human resource management is the end product of success in conduction workplace investigations, vendor management, human capital management, and more.
Our human resource management articles can help you vastly improve your human resources planning, HR policies, and human resource training.
Beware of “running out the clock” on the statute of limitations of a discrimination charge.
Many job seekers fret over every line of their résumé. All that anxiety won’t necessarily make it better.
Moods come and go, in yourself and others, but that doesn’t make you a helpless bystander. Without fanfare, you can control your own attitudes and handle fluctuating moods in your bosses and employees.
The way you prepare a budget for your department reveals much about both your work habits and outlook. By tracking variables with care and making sound assumptions, you can impress higher-ups with your number-crunching prowess. But if you allocate resources poorly or permit too much flab, you can lose credibility.
Q. I work with someone who offends me with his jokes. For example, he’ll compare our workplace to being on a “slave boat where we’re all in chains.”
Just as many Web sites include frequently asked questions (FAQs), prepare a similar list to train new employees.
You’re displeased with an employee’s performance, and it’s time to say so. You want to describe in blunt terms how the individual needs to improve. But you’re uncomfortable having to level serious criticism.
Q. During a performance review, my
boss asked me what salary increase would “keep me happy.” I responded,
“What am I worth to the company?” I thought that was a smart move, but
I was wrong. My boss didn’t really answer the question. The next week
he told me what my raise would be in a voice-mail message (he was out
of town). I was disappointed.
Q. I supervise an employee whose
hygiene is so poor that fellow employees complain to me and, frankly,
gag from the smell. Our HR director has twice asked him to do something
about his hygiene. But the problem persists.
Most of my employees are hard workers who keep their priorities
straight. They don’t have time for distractions. They’re too busy
producing results, making money and having fun. But I’ve occasionally squared off against what I call “petty plotters.”
They’re the ones who find ways to avoid their work—from threatening to
sue the firm on trumped-up charges to stretching federal or state labor
laws to the limit.