One of your direct reports wants more money. He says he’s underpaid. Or he thinks he’s doing work above his current title. Whether or not you hold the purse strings for your team or organization, this is a tough situation for managers. How should you respond?
Many clients who are putting together their first background screening program ask us the same questions:
If you’re a sole proprietor with no employees and very little business overhead, what you pay yourself is pretty much what you earn in sales minus your costs and taxes. But what happens when your business grows, or you enter a partnership, or take on employees – how do you determine what your salary should be?
Some studies have counted over 124 different religions practiced in the United States and these religions range from only 10 adherents to tens of millions. When responding to requests for accommodation for religious practices, though, the size of the religion is irrelevant. The wrong answer to the employee who is a member of a 10-member tribe can create as much liability as the wrong answer to an adherent of a major religion.
When someone around us loses their temper, our natural defensive tendency is to match their intensity and also become offensive. This response usually only serves to pour gasoline onto the fire. Although counter-intuitive, a calm, measured response can de-escalate the situation.
Let’s talk about some tactics for defusing anger:
Here are some general tips to help you understand some of the basics about job applications, interviewing, and background checks. The goal is to hire the best people and to minimize risks. By no means does the following cover everything you need to know, but this will get you thinking and possibly making some necessary adjustments.
To you, their salaries are just a line item in the budget. To your employees, they're much more.
Your employees are your business, so ignore the following truths at your peril:
Earlier this year a federal jury awarded 66-year-old Robert Braden a whopping $51.1 million in damages against his former employer Lockheed Martin Corporation. Mr. Braden was not a high-level executive; instead, he was a mid-level manager who had been employed by Lockheed Martin for 28 years. He was discharged as part of a company-wide reduction in force (RIF).
At trial, Braden’s counsel presented the following salient facts to the jury:
Workplace violence is increasing. In society there are many stresses. Our current work/economic environment is certainly stressful as employers attempt to remain viable.
The use of traditional, painstakingly manual payroll systems are on the decline, and for good reason -- they're repetitive, complicated and prone to human error.