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.
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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Employees often reveal their true feelings during an exit interview, and they frequently wind up burning bridges in the process. Smart employers take notes during exit interviews, especially if they hear something that makes them wonder whether the employee should ever have been hired in the first place, let alone rehired for any future openings.
Is a tendency toward discrimination hiding within your management ranks? If so, you may be courting real trouble. You need to ferret it out as soon as possible. But how? Obviously, few supervisors will openly advertise their bias. But you may be able to spot it in the reams of information that routinely flows into HR.
Base pay for administrative professionals across the United States is expected to remain consistent with 2010 levels, according to the OfficeTeam Salary Guide 2011. The average increase in starting salaries for all positions is 1.1%, with slightly larger gains forecast in customer service and health care.