In today’s economic climate, the competition is difficult, but your resume should never be.
The resume is the most effective tool to kick-start your job search. Applying for a new job, the best way to get your foot in the door is your resume. It is not difficult to write a powerful resume, but it does take a little attention.
Some facts about resumes, and the way it can affect your career: Continue reading “Eight Reasons Why Your Resume is Getting Dumped!”
Managing diversity in the workplace is not about race, gender or national origins; it is a wide range of ideas and experiences, all which add up to higher productivity and engagement.
Workplace diversity is more than just gender or race; it is variety of ideas. Diversity (and the way companies handle diversity) can directly affect performance.
Every person offers something unique to the job, defined by a range of unique experiences, viewpoints and personalities.
To achieve the highest level of efficiency, the human resources professional must learn how to deal with every worker based on his or her situation.
Managing diversity is not about preferential treatment. It starts with awareness and sensitivity to how employees interact, as well as addressing things that could lead to on-the-job conflicts. Continue reading “Five Issues in Managing Workplace Diversity”
Hiring bias can negatively affect a company at every level, from senior management on down.
When recruiters use emotion in a hiring decision rather than objective facts, it could lead to accusations of hiring bias.
Using “your gut” to select a candidate is simply not the way to get the right talent.
Like cancer, hiring bias could spread through the entire corporate culture—damaging employee morale, efficiency and the company’s reputation.
In 2012, the EEOC received nearly 100,000 cases of discrimination in hiring. This leads to one question: How many more cases of hiring bias are NOT reported?
Are brilliant managers born, or are they made? With these four steps, your company can produce great managers!
Like a good employee, highly effective managers can theoretically arise from anywhere, even from the most unlikely places. All they need is the spirit and enthusiasm to respond to the challenge.
Of course, a helping hand from the company would not hurt.
In most companies, new managers have to fend for themselves. Often, senior management wants immediate results and expects new managers to understand the nitty-gritty of the workplace on their own. They hit the learning curve running, rarely given direction to be useful right off the bat.
Companies can certainly produce exceptional managers, simply by following these four steps: Continue reading “Four Steps to Create Great Managers!”
With “at-will” employment, do you actually need a reason to fire someone? The answer is YES!
That is, unless you can guarantee the employee knows exactly why you fired him or her. You must have absolutely no doubt they think their firing was not because of age, sex, religion, national origin and other protected classes.
The “at-will” employment principle means employers can terminate employees without showing cause or even have no reason at all.
However, you had better been sure that you not only had a strong reason, but that it was also lawful and well documented. Defending a charge of violation of an employee’s civil rights, you need to declare a valid reason for your action, as well as proving—in a court of law—that your actions are permitted, true and without prejudice.
When hiring, the last thing on your mind is discipline or termination. However, some employees simply do not work out.
Some things to consider when deciding to terminate (or discipline) an employee, even in an “at-will” situation:
Continue reading “Firing “At-Will” Employees: How to Protect Yourself”