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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Fielding employee questions is an unavoidable part of any manager’s role. However, a daily bombardment of questions could indicate poor leadership. Take these steps if you hear too many questions.
Twenty-five percent of employees have quit a job because of others’ rude behavior, according to a new report from communications firms Weber Shandwick and Powell Tate, in conjunction with KRC Research.
Today’s knowledge workers spend only 45% of their time on primary job duties. The other 55% is squandered on meetings, email and administrivia. Here’s what workers say causes lost productivity.
Maybe we shouldn't be so quick to crack down on the ones who greet both the dawn and the dusk with a hearty "Let's do something already!"
Liz Wiseman suggests putting them in surprising situations where their deeply rooted expectations will be challenged.

Productivity and morale are the main casualties when organizations retain people who clearly aren’t doing their jobs. The Harvard Business Review suggests managers follow these three C’s to deal with an underperformer.

The most motivated employees will respond by describing their overriding goal to make a life-changing impact on others.
"Self-awareness," is what entrepreneur Joel Trammell says is the most important skill a CEO needs. "It’s hard to get authentic information from your employees. CEOs are constantly worried that they’re not hearing the full story."
Employees whose supervisor is a woman are more engaged in their work than those who work for a man, 33% to 27% respectively.
For years, conventional wisdom held that women far more than men took advantage of flexible working arrangements to balance work/life responsibilities. Now comes a new study revealing that male employees feel equally empowered to use programs that allow flexibility in how, when and where work happens.
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