Selecting and evaluating jobs and employers is a task for which few are well prepared, yet the process of changing jobs requires major personal decisions. Improving the outcome involves evaluating the job, the employer, and the community in a systematic and comprehensive manner to determine both desirable and undesirable factors. All employment decisions are made in the context of comparing one's present situation with alternatives. This book will provide the tools to evaluate a present or potential job, employer or community. Business consultant Gordon Bing draws on his years of experience to guide the reader to develop a plan of action, to identify critical factors such as personal goals, cultural factors, employment environment, job descriptions, company position, industry climate, and compensation and benefits that will result in a successful match for both the employee and the employer.
From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together
The recruitment process is costly, lengthy and complex offering ample opportunity for making a bad decision as well as a good one. Manager's Guide to Recruitment and Selection shows that successful recruitment is a two-way process involving both employer and employee.
"This research evaluated a trial program in which carefully selected, volunteer senior first lieutenants and junior captains were assigned to U.S. Army Infantry Training Brigade company command prior to completing the Infantry Captains Career Course (ICCC). Pre-ICCC commanders were promised a fellow-on command in an operational unit and served in the ITB command for 11 months, versus the standard 18 months. The job performance, leadership, organizational and training management skills, and turbulence effects of the shorter command tour of captains in the trial program (Pre-ICCC commanders) were compared to captains who assumed command after completing ICCC (Post-ICCC commanders). A combination of surveys and interviews with drill sergeants, battalion commanders, battalion command sergeants major, and the company commanders was conducted. Results showed Pre-ICCC company commanders received as high or higher ratings than Post-ICCC commanders. Turbulence effects were rated as minimal to moderate and were minimized by various management techniques. Battalion commanders spent relatively greater time developing Pre-ICCC commanders, but the Pre-ICCC commanders' great enthusiasm and motivation compensated for their lack of experience.."--DTIC.
What does it feel like to create a life on your terms? Where your health, relationships, finances and mindset are all supercharged with positive momentum and intent? The 4 Pillars offers a template on how to shape your life towards fulfilment in these areas; where you learn to master your health, take control of your relationships, grow your finances and develop a clear and positive mindset. The 4 Pillars is your roadmap to a better life.
A safety manual and accident prevention program are the foundation of a safety program but they do not complete it. A complete safety program includes the policies herein in addition to training classes, safety committees and meetings, medical examinations, organized employment and injury reports, safety bulletin boards, management communications, environmental policies, proper maintenance of equipment, observation of processes and procedures for on-site and remote sites operations, safety inspections and such other practices. The most important component, however, is for the employer and employee to share an attitude of safety.
