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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Encourage your people to take risks? The very idea is enough to make many CEOs shudder. Doug Stern, CEO of United Media, follows an explicit process anytime he faces a new, risky project. He uses the same tactics to help his team evaluate risks and build its confidence about confronting the unknown:
Retail managers often spend most of their time doing the same work that hourly employees do, such as running cash registers. Even so, they may qualify as exempt employees under the Fair Labor Standards Act. Why? It’s the quality of the management work they do that counts, not the number of hours they spend doing it.
Proclaiming “there’s a new sheriff in town,” U.S. Department of Labor Secretary Hilda Solis last year launched a series of new enforcement efforts aimed at employers. Last month the DOL unveiled a first-of-its-kind attorney-referral partnership with the American Bar Association.
Question: “I am a store manager in a fast-growing retail company. A few months ago, a new CEO was brought in to run our business. Since his arrival, the company seems to be headed in the wrong direction. However, the CEO apparently believes everything is fine and no mistakes are being made. I contacted our former president to discuss my concerns; he suggested I request a meeting with the CEO. But a colleague who works with the CEO said I’d better have a new job lined up if I plan to complain ..."
For all the talk of teamwork in corporate America, your co-workers should be oozing with collaboration. Right? Yet that’s often not the case. What do you do about another administrative pro who gives you the cold shoulder? How do you draw more collaboration out of that co-worker?
Making variable pay work requires lots of interaction throughout the organization before, during and after implementation. As the business unit most likely in charge of implementation, it’s up to HR to make sure that happens. Here's how to do it.
Figuring out how to effectively — and legally — manage your team's personnel records is often a daunting task. But, developing a records retention schedule will ensure that you keep the records you need for operational, legal, fiscal or historical reasons, and then destroy them when they're no longer useful.
Unfortunately, many lawsuits come down to one person’s word against another’s. That’s powerful incentive for a company rule requiring at least two managers to participate in any discharge. Reason: They can back each other up.
As job duties change, evolve or grow, make sure you regularly review employee responsibilities, update job descriptions to reflect the reality on the ground and determine if the job is properly classified as exempt or nonexempt. Don’t rely on an analysis that’s even a couple of years old—or even an analysis provided by the DOL itself.
It happens: A supervisor wants to discipline an employee, but HR or upper management nixes the idea because it knows something the boss doesn’t. Perhaps the employee had suffered discrimination in the past and was placed in a new position for a fresh start. Be prepared for legal fallout if you wind up disciplining the supervisor.