Articles 31 to 40 of 164
Job Seeker
Cover Letters (153)Job Hunting (1853)
Job Interviews (628)
Outplacement (95)
Relocation (73)
Resume Writing (754)
Salary and Compensation (105)
Employee
Career Issues (2040)Insurance (3)
Legal Issues (30)
Networking (645)
Personal Development (1733)
Working Women and Family (61)
Employer
Affirmative Action (42)Human Resources (307)
Legal Issues (62)
Managing (518)
OFCCP (132)
Organization (296)
Recruiting (3)
Training and Testing (107)
Diversity
African-Americans (5)Asian-Americans (1)
Gay & Lesbian (2)
General Diversity Issues (62)
Hispanics (7)
Mature Workers (48)
Multicultural Issues (19)
Native Americans (2)
People with Disabilities (8)
Veterans (9)
Women (63)
Professions
Accounting/Finance/Banking (4)Advertising/Marketing (7)
Aerospace/Aviation (1)
Arts/Entertainment (3)
Biotechnology/Scientific (1)
Charities/Social Services (6)
Customer Support (5)
Education (3)
Engineering (1)
Government (1)
Healthcare (7)
Hotels/Restaurant (2)
Human Resources/Recruiting (146)
Information Technology (10)
Legal (6)
Management/Executive (163)
Mining/Gas/Petroleum
Retail
Sales (31)
Transportation (1)
Other
College Students (250)Disabilities (6)
Self-Employment (47)
Teenage Employment (27)
Resource Request
Let us know |
If You Keep Doing What You've Been Doing You'll Keep Getting What You've Been Getting by Eva Jenkins - Dec, 2007 Trust is a key factor needed for effective leadership. The problem today is you can’t tell or even expect people to trust you. . .you must prove it first. In God we trust, but all others bring data - High performance work environments require a deep respect and trust in people. People are not viewed as extensions of machines, objects to be manipulated nor costs to be controlled but rather as thinking and feeling human bei... |
|
 |
Core Sections of a Distinctive Executive Resume by Abby Locke - Nov, 2007 If you are in the middle of a job search campaign or know that change is around the corner, your executive resume is going to be the primary tool you use to open doors for interviews. Before you start blasting your resume to everyone who will read it or begin calling every recruiter you know, make sure that your executive resume (your key career marketing document) is worth taking a second look. Too often, even the most acc... |
|
 |
Delegation - Why We Should But Why We Don't by Andy Masters - Nov, 2007 Most of us are aware of the positives from delegating—we’ve heard them before. In theory, it’s a great concept: “Get other people to do your work for you…Awesome!” We also know that, theoretically, we can get more done in less time if we delegate properly. The results of not delegating include burnout, stress, and getting overwhelmed with mundane tasks that distract us from our most important responsibilities. Yet, why is dele... |
|
 |
Is a Management Career Right for You? by Mary Gormandy White - Nov, 2007 Are you thinking about moving into management with your company? Before you ask your boss for the promotion, it’s a good idea to spend some time thinking about whether or not you are management material. The fact that you are an outstanding employee does not mean that you will like being a manager, or that you have the skills necessary to become a manager. What does it mean to say that someone is management material? It’s ... |
|
 |
Fearless Performance Evaluations by Judith Lindenberger - Nov, 2007 Every staff meeting at the school followed the same course: Someone or something would set off a teacher I’ll call Mrs. Smith, and her tirade would begin. Other teachers would slump in their chairs, glancing down the table at the school head I’ll call Dr. Jones, to see if she could rein Mrs. Smith in. By the time Mrs. Smith’s storm blew past, the meeting was derailed and the faculty members whose views and issues had been tram... |
|
|
Four Performance Appraisal Problems by Judith Lindenberger - Nov, 2007 And how to handle them. 1. The C Student—whose performance is tolerable but really needs to be much better. Before the meeting: Think through what the person is doing right as well as what you want to see improved. Then consider what you know about what motivates her—and if you don’t know, plan to find out during the evaluation. During the evaluation: Start with the positive. Talk about which parts of her performance ... |
|
|
Ignoring Sexual Harassment Just Got More Expensive: 5 Tips To Prevent Lawsuits by Judith Lindenberger - Nov, 2007 My first job after graduate school was working for the federal government in the Office of Personnel Management (OPM). A few months into the job, a woman air traffic controller sued her boss and co-workers in the Federal Aviation Administration (FAA) for creating an offensive, intimidating and hostile work environment at the tune of $1 million dollars. She alleged that they sent pornographic photos across the screen of her com... |
|
|
Peer Support Groups: A Golden Opportunity for Your Managers and Your Organization by Judith Lindenberger - Nov, 2007 Published in OD/Leadership News March 2007 Developing the leadership skills of managers across your organization creates a wealth of new opportunities and a common language of leadership. No single program experience builds strong leaders better than peer support groups. Peer support groups can help managers succeed more and work less. Most managers have few resources and few places to turn to get advice on marketing, st... |
|
|
The FAQs on Effective Appraisals by Judith Lindenberger - Nov, 2007 How often should you conduct a formal performance appraisal? During a staffer’s first year with your organization, meet quarterly. Once he or she has settled in and is doing well, twice a year is enough. Just make sure that in between times you talk routinely—especially after a great success you want to reinforce or a big screw-up you want to correct. How long should an appraisal meeting last? The basic answer: as long... |
|
|
Truth or Consequences: How to Give Performance Feedback by Judith Lindenberger - Nov, 2007 In the bestseller, Good to Great, Jim Collins discovered that, "the good-to-great companies continually refined the path to greatness with the brutal facts of reality." And, in his recent autobiography, Jack Welch reports that he spent about half of his time on people: recruiting new talent, picking the right people for particular positions, grooming young stars, developing managers, dealing with under performers, and revie... |
|
| If you know of an article that should be listed here, please let us know. | ||
| [<< Prev] 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 [Next >>] | ||