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Managing People at Work

The goal of mediation is to help both sides work out a solution they can live with. Here are some do’s and don’ts to follow when you set up a mediation session.

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Good training doesn’t just happen. It’s the result of careful preparation and a well-developed supervisory system.

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Your job is tell your employees what to do. Right? No, of course that’s wrong. Your job is to communicate with your employees to bring the best out of them. It’s about being positive, not bossy. Here’s how.

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The way you communicate with your people signals what importance they should attach to what you tell them. If really important things aren’t getting done in your department, take a good look at the way you’re talking about them.

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An important part of supervising is training employees to do the work—or to do it better. Here are some ways to make the training process easier and more effective for all concerned.

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There’s not always time for detailed analysis before you make a decision. But that doesn’t mean you should just flip a coin and hope for the best. Good quick decisions come from thinking ahead.

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These days it seems anybody could read what they want in just about anything they see. More so, when it comes to Halloween costumes.

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Your days are indeed dotted with small promises and commitments to your employees: from “I’ll stop by this afternoon to give you a hand” to “drop by my office later and we’ll talk about that.” Here are some tips on how to keep your word.

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Your employees have job titles. And specific duties are inherent in the title. But, often, it’s not that simple. Here are some guidelines to help you keep job descriptions in line with the actual work your employees do.

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Here are six points to help guide you when you tell an employee that you will be monitoring his work.

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A s a manager you are aware of the importance of maintaining a safe work site for your employees. But you also need to consider visitors who enter your work area, such as customers, clients or vendors.

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One of the worst things you can realize as a manager is that you have promoted someone you shouldn’t have. Here’s how to prevent promoting an employee to a position that he’s not ready for.

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Many supervisors are sensitive about rating their people on the basis of a generalized standard or in terms of a numerical scale. Use these tips offered by Elwood N. Chapman in his book, Supervisor’s Survival Kit, to decide on ratings that accurately and fairly reflect workers’ performance.

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Although supervisors need a wide array of people skills and certain technical abilities, nothing is more critical to supervisory success than credibility. When supervisors lose their credibility, they lose both their employees’ trust and their effectiveness as leaders.

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Part of a boss’s job is to listen to complaints about employees from their co-workers. For example, Jane tells you she often has to scramble near deadline because her co-worker Joe seems to drag his feet with the data she needs to complete her task. What should you do?

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Sometimes, team members need or want favors—to come in late, leave early, pass on an assignment, get a deadline extended, etc. But how do you accommodate such requests without leaving other team members grumbling?

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It’s difficult to tell solid performers that their hard work on a project isn’t quite good enough. How do you ask team members to take another crack at a project without demotivating them?

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Quitting isn’t the way to resolve harassment … Staffing agency in trouble for sexism … Moving an office isn’t retaliation

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The hardest part of any job search is selling yourself. Even when you have years of experience in an industry this can be a challenge. How do you package your skills when you do not have experience?

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The best way to keep employees from heading for the door is to hire right in the first place. Here are some guidelines to help you select job candidates who have the best chances of sticking around.

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