Management Training

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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Surveys consistently show that lack of trust in management is one of the main reasons employees disengage from their work and seek jobs elsewhere. Here are 10 ways managers can work to earn trust from their employees:
It would be nice if all employees came to work on time, performed efficiently and pleasantly, and were thankful for their paycheck. But employers know that employees sometimes fall far short of your hopes. Here are the steps to work through as you decide how to proceed:
Employers are increasingly using web-based social media—such as Facebook, LinkedIn and Twitter—to screen potential employees, in addition to the usual applications, interviews, references, and background, credit and drug tests. But they don’t always recognize the potential pitfalls and risks.

Fewer federal employees will miss work this winter when the government shuts down because of snow. Under a new federal Office of Personnel Management policy, employees with existing telework agreements will be expected to work from home.

Join The HR Specialist in celebrating the second annual “HR Professionals Week,” a five-day tribute to all that human resources pros do to make American workplaces more effective and American businesses more successful. It happens Monday, Feb. 28–Friday, March 4.
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?
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