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Productivity / Performance

5 ways to stifle innovation

12/17/2018
The odds of a new product idea reaching full commercialization are less than 4%. And that is the best case. But, there are 5 sure-fire ways you can make certain innovation never sees the light of day at your company.

Years later, termination records still win cases

12/12/2018
There’s a good reason to retain the employment records of poor performers. In fact, the argument can be made that you should keep those records indefinitely.

Taking aim at employees’ goals

12/11/2018
How can managers improve the odds of team members thoughtfully formulating goals and doing their best to reach them? Consider these strategies.

Keep It Legal: January ’19

12/11/2018
Employee won’t sign? Never forge a signature.

Giving feedback to an underperformer

12/11/2018
Here are some guidelines to help you issue constructive feedback when it’s not so readily accepted.

Performance review cheat sheet

11/29/2018
No need to dread all those performance reviews. Use these examples to write clear feedback regarding core skills necessary in today’s workplace.

… You’re giving positive feedback

11/29/2018
Call it positive feedback or old-fashioned praise, it’s one of the most powerful tools in your team-leading toolkit. It can boost production, improve communication and inspire loyalty. Here’s how to dish out the accolades for maximum effect.

ADA: Bosses must address poor performance

11/27/2018
Sometimes, managers allow a poor performer to get by for a long time. Letting it slide seems easier than insisting on improvement or imposing discipline. But delaying action can trip you up later if the employee later claims a disability and demands reasonable accommodations.

Divorce’s effect on the workplace

10/29/2018
One of the most intense employee stressors often goes unmentioned. What sort of toll is divorce taking on someone who works for you?

Beware the 4-month slump

10/13/2018
Most people start a job with a bounce in their step and a gleam of eagerness in their eyes. But after four months or so on the job, most employees feel the job isn’t that interesting, challenging or rewarding. What does this mean for a supervisor?