People Management

With some employees, it isn’t a matter of ability, it’s a matter of attitude. And while you can’t control someone’s horrible personality, you can decide how you’re going to respond. Use these scripts and strategies to confront problem employees and effectively manage employee discipline so you can bring motivating back to the forefront of your workday.

The first rule of people management is not to let one bad apple spoil your whole bunch. Difficult people can put a strain on the productive members of your team.

Make the most of your human capital. Browse our articles on the good, the bad and the ugly of People Management…

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With some people, the problem isn't a matter of ability, it's a matter of attitude. This can manifest itself in everything from quiet disobedience to outright insubordination. How should you respond?

Baltimore-based sports apparel company Under Armour doesn’t require its 3,363 employees to be athletes, but it does look for new hires with a love of sports and fitness. Reason: Team spirit is core to the company’s culture.

At Lush, happy people make happy soap, literally—the handcrafted cosmetics are fresh, free of preservatives and made with ingredients not tested on animals. The lesson of how Lush cosmetics grew from one small store to a worldwide chain in 44 countries holds valuable insights for any small business in its growth stage.

Too much emphasis on blaming individuals can lead to a failure to identify the true root of the problem. Take the story of the Israeli Air Force fighter pilots and their trainers.

Because Google makes key management decisions based on its annual employee survey, it wants maximum participation. So the company created an online real-time leaderboard showing response rates by department and manager.

Executive coach John Baldoni hears a lot of excuses for why managers don’t coach employees. Yet evidence shows again and again that companies with the strongest leadership cultures develop people at all levels. What are the most common excuses?

Leaders may believe they’re “plugged in,” but their words and actions may create a disconnect. A recent poll by Maritz Research shows that a mere 11% of employees strongly agree that their managers show a consistency between their words and actions. How plugged in are you?

As the new global CEO of Deloitte Touche, Barry Salzberg has revamped the traditional hierarchy. It’s time to ditch the “ladder metaphor,” when it comes to building a career, he says. Employees now move up, down and sideways on the lattice.

Giving feedback is an important legal and practical management task—and certainly not an easy one. Many managers make the mistake of dishing out feedback only when employees do something wrong. But praise can also be an effective motivational tool, if used correctly. Here are seven guidelines to follow:

Friction often exists between HR and supervisors because those front-line bosses don’t fully understand your HR role … and they may hold certain stereotypes about your department. Advice: Set the stage for HR-management collaboration with an “HR for managers” meeting. Explain how key HR functions practically benefit managers and their departments.
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