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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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The recession has led to more than just job cuts. It has also opened the door to more gossip around the water cooler. In a survey conducted last year by the SHRM, 54% of managers said they had seen an increase in gossip or rumors about downsizing or layoffs. Want to quash rumors? Kathi Elster, co-author of Working with You Is Killing Me, offers these guidelines:

On March 23, 2010, President Obama signed into law a landmark health care reform bill, the Patient Protection and Affordable Care Act. It ushers in major changes in the way employers provide and pay for health insurance for their employees. This page provides links to articles and training on the new law:

While subjective factors such as chemistry can play an important role in hiring, studies show that differences in race, gender and culture may subconsciously influence these feelings—and set you up for a discrimination complaint. Courts have flatly stated that the more subjective factors you use in hiring, the more likely a court will challenge your decision-making.

A few things to consider when revising your e-mails: 1. Toss useless words. 2. Last things first. 3. Watch your format. 4. Use effective subject lines. 5. Set the right tone. 6. Always allow room to be corrected.

The FLSA allows employers to round off an hourly employee’s arrival or departure time to the nearest five minutes, tenth of an hour or quarter of an hour. But your rounding practices can’t always favor the employer. Rounding must be neutral or it must favor the employee. That means if you round down, you must also round up. You have several ways to make rounding fair:

What’s the difference between a friendly glance and a sexual stare? A recent court ruling shows that sexual harassment is in the eye of the beholder—and supervisors better not roll their eyes if they witness it …

A taxpayer who represented herself in a Tax Court tussle with the IRS has prevailed in a surprising new decision. The court allowed the taxpayer to deduct almost $15,000 of tuition incurred to attain a master’s degree in business administration. The new case may open the door to deductions in similar situations.

You may be using Twitter.com already. If not, it’s worth taking a second look. Why? Because savvy businesses are using the tool to do some of what you do already—smooth out the information flow between leadership and everyone else. Here's how Twitter can help you on the job:

All employees, regardless of which protected class they belong to, have the right to work in an environment free from hostility. That doesn’t mean, however, that you have to fire every co-worker who does something that might be interpreted as hostile. Sometimes the appropriate response is to reprimand the co-worker and educate her so she’ll change her ways.

Employers may suffer the slings and arrows of outrageous fortune from time to time. But when knives fly at work, supervisors better know the relevant company policies. Consider the case of an employee at the North Carolina Department of Transportation who was apparently the workplace prankster.

Your organization probably has policies prohibiting sexual harassment, and you probably offer training for supervisors and employees alike on how the policy works. But that simply isn’t enough. You should have multiple ways for employees to report sexual harassment. The more ways you provide, the more likely a court will conclude that an employee who failed to report the harassment was acting unreasonably.

Most employers have severe cases of “juryphobia.” They assume that a jury will automatically side with an employee and award hundreds of thousands of dollars to right an alleged wrong. If you and your attorneys are convinced you didn’t do anything wrong, it may be best to trust a jury to hear the case and come to the same conclusion. That’s what one employer recently did.

Employees returning from military service are entitled to come back to their old jobs, and they have other limited job protections, too. But those protections don’t mean employers can never discipline or demote employees who have been serving in the armed forces. Just make sure you’re doing so for legitimate business reasons, such as documented poor performance.

Employers can’t retaliate against employees for engaging in so-called protected activities. But figuring out what is protected can be hard. Your best bet: Assume any complaint is protected.

Don’t, under any circumstances, use co-worker resentment over disability accommodations as a reason to transfer or terminate the disabled employee. If you’re intent on getting rid of a disabled employee, you’d better have a better reason than that.

Recent workplace shootings in Orlando, Fla., and Fort Hood serve as powerful reminders that employers must heed signs that an employee could act out and harm co-workers or supervisors. There were 768 violence-related deaths in the workplace in 2008. Despite those disturbing numbers, many employers stick their heads in the sand. They put their assets and employees at risk by gambling that “it couldn’t happen here.”

Here’s an upside to having a comprehensive collective-bargaining agreement: Employees who claim they were denied benefits they had been promised can’t sue under Ohio state contract law if the subject of the lawsuit is covered by the union contract.

If you have a robust anti-harassment policy and act fast to stop co-worker sexual harassment, you usually won’t be liable for that harassment. But that doesn’t mean you must automatically fire everyone who harasses a co-worker. You can use a more measured approach, including warnings and counseling. If that doesn’t work, then it may be time to terminate the perpetrator.

Smart employers make sure that employees classified under the administrative exemption have the authority to make independent decisions.

No doubt you have heard many times that retaliation is anything that would dissuade a reasonable employee from complaining about something in the first place. But minor actions usually don’t add up to retaliation. Unfortunately, the 2nd Circuit Court of Appeals, which has jurisdiction over New York employers, has now muddied the retaliation waters.

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