team interaction - search results

Edited by Margery Weinstein

By Jeanne O’Connor, Human Resource Manager, Billtrust “You never get a second chance to make a good first impression.” How many times have these 12 threadbare words been preached to job-seekers? More importantly, how many companies look in the mirror when uttering them—particularly on that day when a new hire first reports for work?

By Margery Weinstein

By Neal Goodman, Ph.D., President, Global Dynamics, Inc. Afundamental impediment in human interactions is the lack of trust. According to Stephen M.R. Covey, author of bestseller “The Speed of Trust,” training programs to promote trust enhance performance and profitability.

By D’Anna Flowers, IT Training Manager, Accretive Health, Inc.

By Kent Sipes, Senior Consultant, CedarCrestone In customer service offices around the world, employees interact with customers, then intently study their computer screens, then interact with customers again. Often, the switch from customer to screen and back is awkward, and most customer service professionals are more comfortable dealing with people than with computers. There’s often a tendency to do all the “computer” work, then all the “people” work.

By Laura Stack, MBA, CSP

By Neil Shorney, Director, Naturally Sales Ltd. Congratulations! You’ve just found the perfect training program for your employees! It covers everything they need to know, and just the right level of detail, and the trainer is great. Sure, it was expensive, but you get what you pay for. Well, sort of... What you’re paying for is most likely three days of a trainer’s time in a classroom, a nice lunch for your team, and some course materials to take away afterward and put on the bookshelf in case they’re ever needed.

By Christopher Rice, Fraser Marlow, and Mary Ann Masarech Don’t expect an initiative to do a human’s job. Engagement is a personal equation, and managers must play a role in helping each employee solve it. Your best managers already understand this, as do many of the leaders we’ve interviewed. They’re not waiting for survey data to shape what they do. They don’t make engagement a once-a-year priority, distinct from what they do the rest of the time. They always manage their teams with an eye toward results and engagement.

By Kate Donovan, Global RPO President, ManpowerGroup