Getting the best out of your employees is key. That's where performance reviews and other tools come to your aid. Plus, thinning out those who can't succeed is more difficult, but necessary. These posts will help you stay abreast.
by John Walston
When a manager first takes over an established team, whether the manager is brand new or well- seasoned, there is always a transition curve.
The manager will encounter people, personalities and processes that have all been there chugging along, whether successfully or not.
Sometimes, hidden among the team members, will be tough employee problems just waiting to bubble over.
Here are three scenarios managers say they inherit and some ideas on how to handle them.
by John Walston
Every organization seems to have (at least) one difficult person.
They come in all shapes and sizes: the know it all, the chronic complainer, the passive-aggressive who always buys into your plan, then sets off in his own direction.
Short of firing them (hmmmmm), what do you do?
by John Walston
One of the tougher challenges any manager can face is coaching problem employees.
It takes a real commitment of time and planning – and more than a little aggravation. But it’s what you have to do if you’re not going to let them go.
To boost your chance of success, it helps to develop an approach that takes the burden for change off the manager and puts it where it should be, on the employee.
It will mean reaching into your training bag for those age-old tools of every good manager:
by Renee Cocchi
Few things are as frustrating for a manager as dealing with an employee who’s taking too much time off and using every angle of the Family & Medical Leave Act (FMLA) to cling to his or her job.
If it’s your thankless task to manage and document the leave process as the Benefits administrator or Human Resources professional, you probably have managers breathing down your neck pleading for a speedy termination so they can fill the position with someone else and get the work done.
But you know that one misstep can cost the company dearly. You have to be the voice of caution, bending over backwards to give the employee the benefit of the doubt before you can pull the trigger.
