 Category :: Management Articles |
Author :: Marnie E. Green  |
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| Article Title :: The Four Cultures of Employee Retention |
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Despite fluctuating economic times and increased globalization
of American jobs, most employers are finding it hard to keep
good workers. The reality of today’s job market is that workers
are expecting more from their employers and are not afraid to
move on if their needs are not met by your organization.
Based on compelling data from the Society for Human Resource
Management and others who study workforce trends, leading
organizations must take time to analyze their retention
realities and ensure that the valuable employees they currently
have are not seeking greener pastures.
How do great organizations maintain low levels of turnover and
high levels of employee satisfaction? The answ (read full article) |
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| Category :: Management Articles |
Author :: Marnie E. Green |
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| Article Title :: Setting Mutually Developed Performance Goals with Employees |
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Performance goals should be set with employees, not for
employees. The purpose of setting performance goals is to give
employees targets on which to focus. If the employee has not
participated in the establishment of these goals, they are less
likely to buy-in to the goals and less likely to find them
motivating. Involving employees in the goal setting process is
critical.
Here are some tips for developing goals on a mutual basis with
employees.
• Find a time when you and the employee can discuss future goals
without interruption. The goal setting discussion should be held
in a private place without distractions or disruptions.
• Each party, the employee and the supervisor, should b (read full article) |
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| Category :: Management Articles |
Author :: Marnie E. Green |
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| Article Title :: Just What is a "Performance Problem" Anyway? |
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Many times managers tell me they have an employee with a
performance problem and they just can’t seem to get the employee
to fix it. This is always funny to me because upon further
discussion, I often find it is the manager who has the problem,
not the employee. Managers often have unclear expectations for
employees and/or do not clearly communicate the expectations
they have.
For example, a participant in one of my sessions once told me
that whenever she leaves the office, she expects her assistant
to “handle things.” This manager was frustrated because when she
gets back to the office, there are often unanswered phone
messages. When I asked the manager if she explained to her
assi (read full article) |
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| Category :: Management Articles |
Author :: Marnie E. Green |
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| Article Title :: Goal Setting Time! Where Do I Start? |
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If you establish performance goals during the annual performance
evaluation process and have often wondered where to start, here
is a little guidance. I work with many supervisors and employees
who see goal setting as the opportunity to list the classes the
employee will attend for the coming year. And, while learning
goals are appropriate, the goal setting process can be much more
meaningful. Here are four kinds of goals that you might consider
when setting annual performance goals.
1. Essence of the Job Goals – These are the goals that clearly
describe tasks that are required on the job. For example, an
accountant might have a goal to prepare and submit monthly
financial statements. A (read full article) |
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| Category :: Management Articles |
Author :: Marnie E. Green |
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| Article Title :: Getting Through: Making Your Expectations Clear |
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If you are a supervisor, you have likely faced this common
dilemma. You ask an employee to complete a task that seems
simple to you. And, what you get is not what you expected. For
whatever reason, the employee did not complete the job to your
standards. Usually, this frustrating experience happens when you
have not made your expectations clear. You expected one thing
and got something else. Here are six things that can help make
your expectations clear the first time.
•Success Criteria – Before you turn the employee loose on the
task, say this to the employee: “This project/task/job will be
successful if (fill in the blank).” By articulating this one
idea, you are able to clarify (read full article) |
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| Category :: Management Articles |
Author :: Skip Reardon |
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| Article Title :: How Top-Performing Organizations Differ from the Rest |
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Did you ever wonder how some organizations (businesses,
not-for-profits, churches, etc.) just seem to perform
better than others? Is it luck? Chance? More resources?
The answer? There are five key differences - all of which
are described in detail in the best-selling book "Six Disciplines for
Excellence"
At Six Disciplines Corporation, we conducted extensive research
to determine how top performing organizations differ from the
rest. We found several areas where the contrasts were
significant between the highest- versus lowest-performing small
businesses.
Here's the top five - in order of their importance:
1. Strength o (read full article) |
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| Category :: Management Articles |
Author :: Marnie E. Green |
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| Article Title :: Finding Time to Manage Performance |
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I wish I had a nickel for every time I heard a manager say, “I
don’t have time.” I hear this line most often during training
sessions on performance management. After reviewing the critical
elements of managing employee performance (clear expectations,
frequent and timely communication, fair and legal documentation,
appropriate measurements, and objectively written performance
appraisals) many managers say, “I’m too busy just doing my
day-to-day work! Who has time for all of that?”
Of course, the answer is, “You don’t have time not to manage
performance.” However, I realize that the day-to-day mechanics
of managing employee performance can be a little overwhelming.
That (read full article) |
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| Category :: Management Articles |
Author :: Alan Cutler |
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| Article Title :: The Lonely Leader |
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THE LONELY LEADER
By Alan Cutler, Leadership Writer, Speaker and Mentor
John had started small but, over the years, he had built his
business up, and he now employs over 20 staff. It had taken hard
work, long hours (and an understanding family). Whilst, in the
early days, he knew all his staff personally and was, himself,
involved in front-line operations, these days his role is more
detached: he leads from a distance. Yet, with a bigger operation
and more staff come more problems. It would not be so bad if he
worked for a large company – he would have company policies and
a line manager to fall back on, but he is still, essentially, a
one-man-band. Things began to get on top of him an (read full article) |
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| Category :: Management Articles |
Author :: Alan Cutler |
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| Article Title :: Be The Full Jigsaw! How to Solve the Leadership Jigsaw |
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BE THE FULL JIGSAW! How To Solve the Leadership Puzzle
By Alan Cutler, Leadership Writer, Speaker and Mentor
“There is no such thing as a perfect leader, either in the past
or present, in China or elsewhere. If there is one, he is only
pretending, like a pig inverting spring onions into his nose in
an effort to look like an elephant”. Liu Shao-Chi
It may be true that there is no such thing as the perfect
leader – leaders are human, after all. However, that is not to
say that people who hold leadership positions should not
continually seek to improve their leadership skills.
Some managers hardly set an example for others to follow. They
may have a badge on their office door or ov (read full article) |
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| Category :: Management Articles |
Author :: Mike Beitler |
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| Article Title :: 2 Pieces To The Puzzle Of Organizational Change |
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Kurt Lewin, the consummate applied social scientist, is
responsible for giving us three of the ten concepts that support
effective OC practice: Forcefield Analysis, The Three-Stage
Model of Change, and the Action Research Model. I will cover the
first two concepts in this article
Lewin's first concept, and practice tool, is called Forcefield
Analysis. Lewin believed every organizational situation, no
matter how dysfunctional, benefits someone. I have found this
concept and tool to be very effective in Organizational Change
practice.
Lewin believed the status quo is a result of driving forces and
resisting forces. Driving forces are pushing or "driving" for
change. Resisting forces exist b (read full article) |
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