Disputes between employees are common and inevitable. But if left unresolved, they can disrupt your department’s productivity, sap morale and even cause some good employees to quit. Supervisors and managers don’t need to become certified mediators to settle disputes. They just need to understand some basics about human behavior, practice the fine art of paying attention and serve as a neutral party who wants to resolve the problem.
Office Communication
Communication in business requires the understanding of different communication styles, and the ability to break down communication barriers.
In business communication, effective communication requires a sort of “office communication toolkit” – the kind of resource Business Management Daily provides.
More than half of all organizations rely on employee newsletters, special mailings and other printed pieces to increase enrollment in benefits programs, says a new study from the benefits consulting firm Watson Wyatt. Those pieces might not be as effective as you think. What you really need to do is convince employees to make some changes in how they manage their own benefits ...
Some employees at Zeeland, Mich.-based furniture manufacturer Herman Miller complained they were too hot. Others said they felt cold. So the firm created a personal climate-control device for office buildings and gave one to each employee in one of its offices ...
When someone asks you a really good question, taking a few moments to
think before you reply shows that you’re treating it seriously. While
you’re thinking, consider using some body language to reinforce the
idea that you are carefully thinking about your reply:
If you work with friendly folk, consider yourself lucky. Nearly a third
of employees (29%) say they work with someone who is rude or
unprofessional on the job, according to a recent OfficeTeam survey.
Mind reading may not be an official job description, but you probably do it at times.
Do you use e-mail as an escape hatch to avoid being truly “present” in your life?
Put a new communication style into practice by using the “Three Times Rule.”
Q. We request references from applicants’ former or current employers. Recently, an applicant (who was not hired) requested a copy of his former employer’s reference letter, which indicated that the applicant was difficult to work with and performed poorly. The letter was one of the factors considered when we decided not to hire him. Must we turn over the letter (or any other part of our file on the applicant)? ...
Q. Our company has operated union-free for many years. How can we best protect ourselves against future union-organizing activities? ...
