HR Management — Business Management Daily: Free Reports on Human Resources, Employment Law, Office Management, Office Communication, Office Technology and Small Business Tax Business Management Daily — Business Management Daily: Free Reports on Human Resources, Employment Law, Office Management, Office Communication, Office Technology and Small Business Tax Page 212
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HR Management

Strategic human resource management is the end product of success in conduction workplace investigations, vendor management, human capital management, and more.

Our human resource management articles can help you vastly improve your human resources planning, HR policies, and human resource training.

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Know the FAQ

by on February 1, 1999 6:30am
in HR Management,Human Resources

Just as many Web sites include frequently asked questions (FAQs), prepare a similar list to train new employees.
You’re displeased with an employee’s performance, and it’s time to say so. You want to describe in blunt terms how the individual needs to improve. But you’re uncomfortable having to level serious criticism.
Q. During a performance review, my boss asked me what salary increase would “keep me happy.” I responded, “What am I worth to the company?” I thought that was a smart move, but I was wrong. My boss didn’t really answer the question. The next week he told me what my raise would be in a voice-mail message (he was out of town). I was disappointed.
Q. I supervise an employee whose hygiene is so poor that fellow employees complain to me and, frankly, gag from the smell. Our HR director has twice asked him to do something about his hygiene. But the problem persists.
Most of my employees are hard workers who keep their priorities straight. They don’t have time for distractions. They’re too busy producing results, making money and having fun. But I’ve occasionally squared off against what I call “petty plotters.” They’re the ones who find ways to avoid their work—from threatening to sue the firm on trumped-up charges to stretching federal or state labor laws to the limit.
When you receive a promotion that’s a big letdown, you’ve got a choice: sulk or bounce back.

Working with HR

by on November 1, 1998 4:30pm
in HR Management,Human Resources

You've filed a complaint with HR about an offensive co-worker, and there has been no follow-up.
Your boss gets more and more frustrated the more people leave your toxic work environment.  You understand why they're leaving, but he won't change.
Q. Earlier this year, I met with the HR manager about a co-worker who’s been provoking me over a two-year period with shoving matches and other offensive behavior. The HR manager gave me three options: let it go (no way), talk to this person alone (no way—he punches file cabinets in anger), or get witnesses and file a complaint. I chose the third option. The HR manager then promised to talk to the witnesses and get back to me. Four months have passed and nothing’s been done. Please advise.
Q. I work in the human resources department of a big company that is undergoing a cultural change. We’re going from being employee-friendly to employee-barely-tolerated. Despite the fact that we’re facing all-time low unemployment rates and increasingly high hiring standards, my boss is frustrated that I cannot replace the masses of workers who are leaving for more pleasant, desirable employers elsewhere. When I try to talk with him about the reality of the situation, he gets upset and puts more pressure on me. I am considering leaving. What should I do?
When you receive a promotion that’s a big letdown, you’ve got a choice: sulk or bounce back.
The authors of Semper Fi (Amacom, 1998) are convinced that managers can boost their leadership skills by borrowing tips from the Marine Corps.
Taking a job with a high-tech firm can improve your résumé, even if you move to other industries later.
If you’re selling yourself as a new hire (and it's a seller's market), you can put a gentle squeeze on employers to grant you the financial package you want.
It’s always great to tell one of my managers that I’m giving him a promotion. We talk pay, office size, staffing—all that fun stuff.
The next time you receive a compliment on work well done, accept the praise with class.
Hundreds of books exist on motivational skills and team dynamics. But The Truth About Burnout doesn’t try to give you rosy formulas on how to be a warm, fuzzy manager of a happy, blissful office.
The more you know about where your organization has been, the better your position is to guide it forward.
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