If the words “corporate retreat” conjure up visions of falling backward into a trust catch, fervently hoping that Bob and Sally from accounting step up to prevent your impending head trauma, you’re a little behind the times.
Terminating an employee is never easy, and there are no guarantees that you won’t be slapped, but there are a few things you can do to make it easier on everyone.
Pilot and Arba see those offices and the traditional 8-hour workday as inefficient and outdated relics of the industrial age, when a set shift and common location were vital for communicating and performing work.
The so-called “gender dividend” seems to be in the news these days. Research, public officials and corporate leaders are all exploring how women could spur greater economic growth.
Aren’t women already a major part of our national economy?
About four decades ago, Bob Clark and his brother Don began to work as weekend janitors for Clark Pacific. As young teens, they would tag along with Dad to work and earn a buck. Today, they are co-presidents of that same company, responsible for more than 500 employees and $75 million in annual revenue.
I’ve long believed that just about the worst way to begin a workweek is scheduling an in-office staff meeting. Employees start dreading it by mid-day Sunday. The gatherings usually get off to a late start, drag on and are deemed worthless by most participants.
Enter the breakfast meeting.
The boss must be crazy.
It may be the riskiest and most difficult conversation to bring up at work, but what other option does an employee have when a manager becomes abusive, disturbed, withdrawn or otherwise damages the workplace?
Leave? That may be an option, or it may not be. The same goes for visiting the human relations department. If H.R. can’t — or won’t — fix the problem, here are some tips on how to address your boss’ behavior and keep your job.
The king stood over the toilet. The reluctant owner of that famous belly, that bowlful of jelly, lifted the overarching fold with two hands, exhaled, concentrated and waited for the stream to bolt from its alcove. No luck. Seconds passed, and a soreness grew in his knees.
Kim Parker, 46, is the executive vice president of the California Employers Association. A nonprofit, the CEA provides human resource solutions for small to medium-sized businesses throughout the state. Parker is also president of the national Employers Association of America.
A staffer in the office of Bonney Plumbing, Heating, Air & Rooter Service grew concerned after smelling alcohol on an employee headed out to a job site. The staffer immediately notified management, who met the man at the site and also detected the scent. This was enough reasonable suspicion to demand a drug test, which showed the employee had been intoxicated while driving a company vehicle.
Change at any level — personal, professional or civic — doesn’t come easily, and we frequently need an urgent situation to force change.
Scott Silva got a job steering concrete-laden wheelbarrows at age 16 and started a local ready-mix company as a young man. He knew the concrete contracting business from the ground up.
At first glance, the email appeared innocuous enough. All employees were being asked to change their passwords. Just click the link.
Steady shifts in patient demographics and insurance reimbursement rates are forcing some practitioners to re-evaluate their business models and the way in which they deliver care.
Since founding Sierra Energy Corp. in 2004, Mike Hart has led the charge to make it a force in the world of renewable energy. This year, with a working gasification system to demonstrate for new investors, Hart is stepping aside as CEO.
Bringing in new owners and managers can disrupt a small business even under the best of circumstances. When death forces those changes on a business with little or no warning, the stress multiplies exponentially.
Consider the annual physical and why both doctors and America’s work force find them frustrating: The worker has to carve out time to take all the exams and tests, often in different locations and on different days, and doctors lament the lack of time to discuss the results with patients.
In an economy where company officials are making hard financial decisions, spending thousands of dollars on training might seem like an unnecessary expense.
For decades America has been steadily approaching a major social development — a time when the number of women in the work force would surpass the number of men. That moment has now arrived, brought on by, of all things, a recession.