Workplace 101: A Profiles Global Business Blog

Researched and edited by Christina Krenek

Today’s economy is an unemployment rollercoaster, where hiring the best job candidate is a challenge. And contrary to popular belief, interviews are not the best indicators for selecting the right individual for the job. How do you know if your new-hire has the suitable skills, intelligence and attitude to perform on the job? A recent article from Forbes, titled “Stop Being Deceived by Interviews When You’re Hiring,” was spot on in addressing this issue.

This article was researched and edited by Jeffrey Meyers.

Just saying the word “micromanaging” instantly conjures many thoughts, all of them negative. Do you micromanage your employees? Are you micromanaged by your boss? Certain situations or circumstances might justify it, but if that’s the routine, then you need to find a way to break the cycle.

Guest Post by Nadia Jones

It’s simply a part of most people’s job to feel pockets of boredom throughout the day. However, if employees seem exceptionally bored, become much less productive, or seem to feel frustrated, then it may be time to check in as a manager.

Edited by Christina Krenek

Feedback. We’ve all given it, received it, and possibly even loathed it. But constructive feedback is essential for everyone in the workplace, especially as a manager or leader. It lets people know where they are and where to go next in terms of expectations and goals - yours, their own, and the organizations.

Researched and edited by Jeffrey Meyers, and based on a presentation delivered by Profiles International's John Bradford.

Think about your business 5 years from now. What will your business be like? Will your products and services be the same as they are today? Serving the same customer base? In the same markets? With the same demand? What type of employees will you need to fulfill your plans and objectives? The foundation of your success could hinge upon an effective talent management program that strongly values succession planning.

The reason these people fail often comes down to three critical factors: leadership behaviors, aspiration and engagement. Aspiration entails whether the candidate really wants the position and is willing to make the sacrifices it may require. Engagement involves the employee's commitment to the company and its mission. In focusing on whether an employee potentially can do a job, many organizations neglect the question, “Does he want to do this?"

Be a part of the solution, not the problem

Companies have made significant cuts, which almost certainly weigh heavily on those employees who remain. To get the job done, companies rely on a core group of employees whom they trust and believe in. How can you keep these people motivated and engaged to perform – and for how long?