Getting the Best Talent for Your Business: Importance of Employee Background Checking
Having a business is both challenging and rewarding. Business is different for everyone, for those who have their own may have created it from their passion, as a source of income, or a continuation of a family heritage.
Coaching and Mentoring: Develop Your Resiliency
Corporate training departments teach job skills to help employees become more effective and successful. An essential skill for success, however, which is seldom found in corporate training programs, is the ability to be resilient. Resiliency is the ability to recover quickly from change or misfortune. When something goes wrong at work, everyone watches the leader to see how he or she is going to respond. The business world requires its leaders to be resilient but it does not teach them how to do so. Instead, learning resiliency becomes a sink or swim experience - and the majority sink at first and for too long.
Smart Choices: How to Hire the Right People
In the best selling book, Good to Great, Jim Collins writes, "Those who build great companies understand that the ultimate throttle on growth for any great company is not markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people." To hire the right people, you must develop effective selection skills. Conducting a job interview looks easier than it is. According to studies based on the employment records of thousands of management and line employees, little or no correlation exists between the "positive reports" that emerge from the typical job interview and the job performance of the candidates who receive those glowing reports. However, this correlation goes up dramatically whenever interviewing becomes a structured, well-planned process - one that's integrated into an organization's overall staffing practices. Over the years, I have conducted numerous interviews and trained managers on effective interviewing and selection techniques. Following are a few tips to help you get started.
Diversity in the Workplace
As you look around your office, is everyone just like you? Probably not. The demographics of the American workforce have changed dramatically over the last 50 years. In the 1950s, more than 60% of the American workforce consisted of white males. They were typically the sole breadwinners in the household, expected to retire by age 65 and spend their retirement years in leisure activities. Today, the American workforce is a better reflection of the population with a significant mix of genders, race, religion, age and other background factors.
The Bullies Have Left The Playground
The course of action for human resource professionals is clear: Develop policies, provide training, let employees know how to report bullying, offer coaching, and create exit strategies. The course of action for managers is also clear: Take complaints seriously and follow through with disciplinary action.
Next Generation Leaders: What They Want and Need From the Workplace
Have you ever wondered what makes Millennials tick? So did we, so in the fall of 2011, we interviewed Millennials and their managers to learn more about this generation. Because many organizations struggle with how to best integrate Millennials into the workplace, we interviewed Millennials and their managers through face to face and telephone interviews. The people we interviewed came from a variety of organizations and industries, ranging from Fortune 500 companies to small companies. The survey spanned different industries including the drug industry, engineering, biotechnology and financial services.
Mentoring and Millennials
In their book, The 2020 Workplace, Jeannie C. Meister and Karie Willyerd report that the top three things Millennials want from their bosses is straight feedback, coaching and mentoring, and personal development. There is a danger in not providing these kinds of learning experiences in your organization as one in four Millennials anticipate leaving their present employer or work setting within the next year and one in three Millennials admit they are not putting their full energies into their current job.
How to Fire an Employee Without Getting Sued
Have you ever wanted to fire someone but didn't act? If so, you are not alone. In exploring reasons why CEOs fail, a 1999 article in Fortune magazine found that CEOs were often unwilling to fix people problems quickly. Interestingly, these CEOs confessed that they had ignored an inner voice that warned them of a problem and refused to listen to the people around them. When the CEOs finally did acknowledge that the person had to go, their top reason not to fire the problem employee was fear of being sued. Not taking action has its own set of consequences, including wasing manager' time and effort, increased error rates, lost opportunity, and negative impact on other workers' morale and productivity. And, in the worst set of circumstances, you can be sued for not firing someone who needs to go.
Avoid a Time Bomb: Sexual Harassment
Over 53 charges of sexual harassment are filed with the Equal Employment Opportunity Commission every business day. What have you done to prevent sexual harassment in your workplace?
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