Editor’s Note: Readers sometimes ask about past TLNT articles, so every Friday we republish a Classic TLNT post.
As managers, at some point we all encounter an employee who frustrates us and drains the life and energy out of the team.
When you are in this situation with someone, you know it in your heart that you should act, particularly when they really annoy you. But, you don’t act right away because you second guess yourself, and you keep thinking, “they really do some things very well — sometimes…” Read more…
By Eric B. Meyer
As I resist every urge to cheapen this post further by resorting to silly puns and other double entendre, allow me to set the stage of this case for you:
The plaintiff was an auto technician in the vehicle install bay at a large electronics store. According to the court’s opinion (in Sharp v. Best Buy Co., Inc.), he was familiar with the store’s zero tolerance policy for sexual harassment. Through his doctor, the plaintiff, who had narcolepsy and cataplexy, requested no shift work. With one scheduling exception, the store accommodated him.
About a year later, one of the plaintiff’s female co-workers accused him of sexual harassment. The allegations revolved around comments from the plaintiff regarding the victim and the act of fellatio. Read more…
“I hate firing people. My heart always wonders if I could have done more to make it work, or if I should have given them another chance. But my head knows that I cannot run a profitable business AND employ people who don’t meet the standards of the company.”
As harsh as that may sound, that leader is entirely correct.
At some point it becomes obvious that a team member or colleague isn’t making the cut, no matter how many opportunities they are given. And while we tend to look at firing someone in a negative light, it doesn’t necessarily have to be that way. Read more…
Citing money can be the best excuse for leaving an employer, even if it is untrue.
One survey blamed voluntary turnover on income. But when an employment agency surveys financial types on why people leave their jobs, it should come as no surprise that they chose money as the principal motivation for quitting.
Of course! These are groups who obsess about money. Read more…
“Are we all set. Yes, we are all in compliance with the cost savings. All the numbers are correct. Just give me the go ahead and they are all gone.”
Then the conversation changed.
The executive listening to this rundown told the HR person to stop. Do you know any of these people? The answer was no.
Do you know whether it will be difficult for them to find jobs in your area? “I have no idea” was his reply. Read more…
What could be more essential to organizational success and the corporate bottom line than talent?
Yet many of the people in our employ continue to be marginalized and neglected, often taking a backseat to the various other matters that occupy our workdays as leaders.
And the problem seems to be pervasive. Read more…
I left my first post-college professional position after a little over four years on the job.
In that time, I had worked my tail off for the organization with 60-80 hour weeks as the norm, had been promoted twice, and had built a program that was one of the most innovative and forward thinking in the industry.
In return, after I gave my notice, I was refused any future reference (beyond confirming dates of employment), had no acknowledgement of my contribution, and was more or less treated like a leper for my remaining two weeks. Read more…
Editor’s Note: It’s a TLNT holiday tradition to count down the most popular posts of the year. This is No. 4. Our regular content will return on Monday.
According to a recent study by CareerBuilder, 1 out of every 5 workers is planning to leave their job in 2014.
That’s a lot of disengaged employees.
After digging into the data, you find it’s not because these workers want a higher salary. Even though salary is important and makes up a large percentage (66 percent) of why people said they are dissatisfied with their current job, respondents were just as likely to attribute dissatisfaction to not feeling valued (65 percent). Read more…