We have terrific engineers who are highly skilled and highly motivated. When it comes to leadership, however, most do a lousy job making the transition. This is despite the fact that we offer established leadership programs. Is there anything we can do differently?
—Engineering a change, organizational development specialist, manufacturing, North CarolinaRead More
Success is the bottom line, but before the first call, experts say look at a candidate's appearance and pay attention to your initial reaction. Once they're on the team, train, train and train some more.Read More
Human resources manager, Delta Dental of Kansas, WichitaRead More
Founder and managing partner, Bounce Collective, Richmond, VirginiaRead More
I work in the training and development department of a company that competes in the cellular phone industry. Each of our departments has very specific tasks and functions. That got me to wondering: Are training departments becoming obsolete in today's specialized companies?Read More
Here are five of the best practices based on research and companies’ experiences.Read More
How do I approach a new employee that I suspect may be drinking prior to arriving at work?
How should a new manager approach employees who aren't doing their jobs? All of our employees have job descriptions and written job expectations, yet many come up short when it comes to meeting them. One is a diligent manager who tries hard to create an effective branch—and to help employees develop their skills for possible career advancement. We are concerned she may be overcome by frustration.Read More
I hear a lot about managers being promoted without sufficient training. The theory is that people are pushed into management without first having the required skill sets. Anecdotally this might be true, but are there any empirical data that prove this approach is leading to a generation of underequipped managers?
—Skeptical in Services, Charlotte, North CarolinaRead More
Turn knowledge-gaining into an obsession.Read More