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Management Training

Management training isn’t just for newbies and novices – managers and supervisors of all levels and all ages need actionable management practices to bring to their department, division or company. Learn how to be the best boss you can be by expanding your management skills, managing change effectively and bring strong leadership into your everyday management practices.

One important way to judge your success as a manger is by the success of your employees. An effective manager isn’t just a boss who can extract the most productivity from his people, but the one who produces great future managers. How can you be sure that under your leadership managers will blossom?

Start your management training program here with our articles, tools, self-tests, and training sessions…

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 Q. “What would be the best way to tell an employee we don’t want to hire her daughter? We’ve had her as a temp, but never would’ve hired her for a full-time job.” Here's how readers of our HR Specialist Forum answered that question:

Employees who discover their colleagues are making more money for doing the same work often conclude that there can be only one reason—discrimination. Next stop: an attorney, who will try to confirm the pay bias by comparing the employee’s paychecks with his co-workers'. That’s why you have to be proactive, consistently keeping good records that show why you’ve made every compensation decision.

If your company hopes to break out of the economic doldrums, research shows you’re better off bringing in a complete stranger to lead a reorganization, rather than promote from within. Example: Ford brought in an outsider to turn around the organization—Alan Mulally from Boeing. Meanwhile, GM replaced CEO Rick Wagoner with his protege, Fritz Henderson, who may have felt too much empathy for his former boss to completely reverse past decisions.

It’s tough to manage people who hate making decisions. Your patience may wane as these worrywarts skirt issues.

The cost cutting and headcount reductions might not be over yet, but as the economy begins its slow recovery, HR pros are reporting fewer layoffs, a renewed focus on retention—and even a talk of pay raises! Still, the flush workplace of 2006 isn’t likely to rush back into vogue. Here are 12 lingering adjustments—all with comp and benefits implications—that could outlast the recession:

Q. One of our supervisors wants to coach his son’s basketball team and has asked to leave work an hour early twice a week. We told him we do not have a problem with leaving early, but that he would have to use vacation time to cover the time lost. He refuses to do that and says we cannot dock his pay for the two hours because he is a salaried supervisor. Is that right?

Charlotte-based Lawyers Glen retirement home has agreed to pay $20,000 to settle a pregnancy discrimination complaint brought by one of its nursing aides. When Ashley Wilhelm told her supervisor she was pregnant, she soon found herself working fewer hours. The reduction continued throughout her pregnancy, even though her physician certified she could work full time up until she gave birth.

Q. Our job application doesn’t ask for the applicant’s age or date of birth. However, we plan to start conducting background checks on job applicants we’re seriously considering. The company that will conduct the checks for us said the birth date is on all the applications they see and that it’s instrumental to conducting the checks. What should we do?

The U.S. Department of Labor’s Wage and Hour Division is preparing to crack down on employers that stiff workers out of overtime pay—and now it’s hired extra staff to find and punish employers that break the law. As enforcement gears up, we've got resources you can use to make sure you're in compliance.

Question: “Does anyone have a recommendation for Project Management utilizing an already existing SharePoint system?” — LaNash Wallander

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