While most managers don’t deal directly with ERISA, you may be your company’s “communication voice” for benefits. Warning: Don’t make promises the company isn’t in a position to keep.
With some employees, it isn’t a matter of ability, it’s a matter of attitude. And while you can’t control someone’s horrible personality, you can decide how you’re going to respond. Use these scripts and strategies to confront problem employees and effectively manage employee discipline so you can bring motivating back to the forefront of your workday.
The first rule of people management is not to let one bad apple spoil your whole bunch. Difficult people can put a strain on the productive members of your team.
Make the most of your human capital. Browse our articles on the good, the bad and the ugly of People Management…
If you're relying solely on your memory to evaluate employee performance, you're making appraisals far more difficult than necessary. That's why it's best to institute a simple recording system to document employee performance. The most useful, easy-to-implement way is to create and maintain a log for each person. Follow these six steps:
Set A, B and C goals for your employees’ performance expectations. C goals are Comfortable. B goals are Believable. A goals are Awesome.
Employees are often the best sources of ideas because they are closest to the daily details of the organization. But too often, employees are sitting on great cost-saving, business-generating ideas because they’ve never been specifically asked. Here are five strategies to help encourage their input.
Eric Ryan and Adam Lowry first noticed the need for their company when they shared a house with three friends. In looking for cleaning products that didn’t have harsh, toxic ingredients, Ryan and Lowry came up empty-handed. Thus the idea for Method home-cleaning products was kindled.
In your role as a leader, working with people is essential, and it takes time. And sometimes, you might be asked to help with something that’s a priority for others, but not for you. The question, says Peter Bregman, CEO of Bregman Partners, boils down to this: How can we spend time where we add the most value and let go of the rest?
You never appreciate a good performer until you’ve fired a bad performer. That’s because bad performers take so much time and attention to manage. From the moment you sense that an employee isn’t working out—and you set in motion disciplinary steps—you have to imagine a judge and jury watching your every move. That way, you can stand behind your actions without feeling embarrassed or guilty.
Sacred cows are roaming your hallways. They’re grazing on profits, productivity and patience. To round them up and put them out to pasture, you need to be a constant cow hunter. And you need to get your entire team excited about tumbling those herds.
Diversity is on the mind of Severin Cabannes, one of three deputy CEOs for Société Générale. The France-based global banking concern is pressing forward on a topic that doesn’t get much play in today’s economy-obsessed world: