Good communication skills are more valuable than knowing PowerPoint inside and out, according to a new survey, in which 67% of human resources managers said they would hire someone with strong soft skills even if their technical abilities were lacking. The way HR managers see it, technical skills are easier to teach than soft skills.
Management training isn’t just for newbies and novices – managers and supervisors of all levels and all ages need actionable management practices to bring to their department, division or company. Learn how to be the best boss you can be by expanding your management skills, managing change effectively and bring strong leadership into your everyday management practices.
One important way to judge your success as a manger is by the success of your employees. An effective manager isn’t just a boss who can extract the most productivity from his people, but the one who produces great future managers. How can you be sure that under your leadership managers will blossom?
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Ask senior executives to decode leadership for you and you’ll probably get a long, useless list of qualities. For this reason, three students of management set about grouping together what happens when leadership happens:
Cyclists at this year’s Tour de France proved you don’t have to be the “leader” to dazzle people with your leadership skills. Teammates on one team acted like leaders when they helped propel one of their fellow cyclists to win six stages of the race.
Public employees who speak out on matters of public concern are protected from retaliation because their speech is protected by the First Amendment. For some time, courts have held that, if the employee’s motive was not informing the public, but instead securing some other workplace advantage, the speech was not protected. But now the 2nd Circuit has concluded that isn’t the law.
Employees often don’t think about suing until after they have quit their jobs and moved on. Then they claim they had no choice but to quit because working conditions were so dreadful. Beat such allegations by keeping resignation letters and any notes taken during exit interviews. They help prove the resignation was voluntary.
Employees who complain about discrimination are protected from retaliation—but not from every consequence of their complaint. Take, for example, what often naturally occurs when someone files a harassment complaint that turns out to be unfounded or unworthy of drastic action like firing the alleged harasser. There’s bound to be backlash from other employees ...
Propak Logistics, an Arkansas-based freight management company, has drawn the ire of the EEOC, which is suing the firm for refusing to hire applicants who weren’t Hispanic for nonmanagement positions at its plant in Shelby.
The 8th Circuit Court of Appeals in late September upheld a lower court ruling that the National Football League cannot suspend Minnesota Vikings defensive tackles Kevin Williams and Pat Williams for violating the sport’s drug policy.
It’s one of the toughest HR problems: Handling a sexual harassment claim when the alleged harasser is a supervisor. But all is not lost. With proper planning, you can minimize the liability risk. Here’s how:
Looking for a way to eliminate unfounded sexual harassment claims from former employees? One way is to make sure your sexual harassment policy tells employees to keep taking their harassment claims up the chain of command if they aren’t satisfied with the first response.