Managing People at Work (Page 30)

Managing People at Work

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Reference agreed to talk about candidate? Here are questions you can legally ask

Having a list of references won’t do you any good if you can’t get them to open up to you about a job applicant. But if you are able to get an applicant’s former supervisor on the line, you’re halfway there.

Managing the apologetic perfectionist in today’s workforce

The rising tide of perfectionism-driven anxiety presents a unique challenge: how to harness the benefits of detail-oriented employees while preventing the paralysis of perpetual self-criticism.

Start January right by encouraging mentorships

Many managers overlook the powerful impact they can have by establishing formal mentorship initiatives within their teams. These five strategies can help you start or enhance a mentorship program within your organization to build a stronger talent pipeline and create a more engaged team.

Will this job candidate fit in here? 4 ways to tell

You’ve come across an applicant whose skills, education and experience match your needs. Before extending an offer, though, do both of you a favor and evaluate how well he or she might fit in with your team.

Survey: Proposed tariffs could trigger layoffs, slow hiring

Almost 30% of employers say they’re preparing to cut labor costs in anticipation of President-elect Trump’s promise to impose tariffs on imports from Canada, Mexico and China.

EEOC warns: ‘Wearables’ may cause workplace discrimination

Wearables in the workplace are mostly perceived as benign management tools, although some complain they represent a dystopian step toward Big Brother surveillance. Now the EEOC has weighed in with a fact sheet warning that wearables could enable or perpetuate workplace discrimination and suggesting

Why feedback feeds employee anxiety: Here’s how to ease the stress

All feedback should be well-intentioned and constructive, but for many people, exchanging feedback can cause anxiety. Here are three actions you can take immediately to have a more productive and grounded relationship with exchanging feedback.

When the employee is the problem

Many managers shoulder the blame when one person seems to be dragging everyone else down, thinking there is more they can do to influence an individual’s performance at work. But there are times when even expert supervisors can’t overcome an employee’s unwillingness or inability to meet the demands

The leadership pause: A strategic tool for executive communication

A single mishandled conversation costs more than money—it fractures trust, derails projects and dismantles carefully built relationships. When communication breaks down at the executive level, the tremors don’t just rattle meetings and memos—they shake organizations to their core, creating fault lin

Here’s how to handle insubordination

An employee’s refusal to perform an assigned task often frustrates or flusters a manager. The next time such a situation occurs, seize control by doing the following.