Online Articles

By Richard B. Secord

By Paul B. Thornton, Professor, Business Administration, Springfield Technical Community College Management style greatly affects employees’ motivation and capacity to learn. The most effective managers vary their styles depending on the employee’s knowledge and skills, the nature of the task, time constraints, and other factors. By so doing, they encourage and inspire employees to do their best at all times.

By Matt Norman, President, Dale Carnegie Training in the North Central U.S. As a professional trainer, I am all too familiar with a common pattern that creates an obstacle to learning and change: Companies train employees on new skills or behaviors. Employees intellectually grasp the new concepts presented during training. They make initial efforts to incorporate the new ideas into their work, but the new practices seem awkward. It takes extra effort to use them. Eventually, they fall back into their old, comfortable habits.

By Ray Attiyah Transitioning leadership of the day-to-day aspects of the business to the front line is rarely as easy as simply saying it needs to occur. The goal is not to dump responsibility in the lap of the front line and then dash to an office to start thinking of improvement opportunities. Effective leaders want to transition responsibilities so the front line is always capable of undertaking them. Then leaders can start planning proactive improvements for the front line’s systems and processes.

By Bill Tate, President, HR Plus In today’s economy, where jobs are still scarce and the competition for open positions is fierce, how does a company know it has selected the perfect candidate for an executive position? Sure, you have completed numerous face-to-face interviews; the candidate has passed the background check, fingerprinting, and drug testing; and references have been called. But what else should you know?

BySusan Vitale, CMO, iCIMS

By Merrick Rosenberg and Daniel Silvert   The degree to which people like their jobs is largely a function of the corporate culture in which they work. People spend a significant percentage of their waking lives at work, so matching work environment with style can lead to greater job satisfaction and a more rewarding career. Although no setting likely will satisfy every want or need, there’s a lot to be said for understanding the types of environments that bring out our best.

By Jorge Pérez Izquierdo, Senior Vice President, Manpower North America

By Stacey Harris, Vice President, Research and Advisory Services, Brandon Hall Group The global workforce is changing substantially. Millennials in the workforce have almost tripled in the last six years, according to several surveys, and are on course to comprise 75 percent of the workforce by 2030.

By Dr. John Ebersole, President, Excelsior College President Obama frequently reminds us that the U.S. is losing the competitive edge provided by our highly educated, post-World War II workforce. In fact, he notes that if present trends continue, the next generation of American workers will be the first in the history of our country to be less educated than the one before it. According to the U.S. Department of Education, we currently have some 90 million adults in our workforce with no degree. Of these, 36 million have “some college” but no degree.