Workplace 101: A Profiles Global Business Blog

Sometimes words can't do justice to the importance of pre-employment screening. The statistics below describe, in further detail, the kinds of workplace risks that pre-employment screening will help you avoid.

Jeffrey Meyers researched and edited this article.

One analogy for managing talent and optimizing job fit could be that of a car’s gears: you can’t have everyone operating only in low/first gear or high/fifth gear (and you certainly don’t want them going in reverse!). But perhaps a better analogy I recently heard described a team by saying “We need less ‘deer in the headlights’ and more ‘eye of the tiger.’” It paints a vivid picture and makes you wonder which animal your staff resembles more.

Guest Post by Chip Conley www.emotionalequations.com

Henry Ford complained, 'Why is it when I need a pair of hands, I have to get the whole man as well?' Sorry, Henry, that's how it works. My father, when he was in the midst of strenuous management-labor negotiations would say to me as a kid, "I love business, but the people side of business can be really frustrating." As much as I love my dad, I see the fallacy in his thinking now that I'm no longer a young whipper-snapper.

There is no people "side" of business. The most neglected fact in business is that we're all human and virtually everything we do in the context of business can be distilled down to the emotions and whims of people, just like you and me.

Many people, regardless of their role or level in the hierarchy, experience stress from work. The combination of quickly approaching deadlines, crashed hard drives, and too much coffee may seem like day-to-day annoyances, but they each contribute to a person's stress level. Some people work well under pressure, while others may fold like a cheap suit when the going gets tough. A manager’s ability to help employees to minimize work-related stress can have a significant impact on productivity and effectiveness.

Guest post by Peter Winick

I have had the privilege of working with some of the greatest thought leaders of our time. I learn something from each of them during every interaction and (hopefully) more often than not they learn something from me as well. The range of expertise that my clients have is vast; sales, leadership, management, communications, strategy, marketing, finance, emotional intelligence, innovation, relationship development to name just a few. Someone asked me the other day what if any thing they all have in common. Great question. (I love great questions). So here’s what I think.

From a personality perspective, educational perspective and professional background prospective the thought leaders I work with and have met couldn’t be a more diverse group. Harvard MBA’s to high school dropouts, introverts to extroverts, academics to CEO’s and founders of incredible companies and organizations, warm and fuzzy types to brutally direct and analytical. The traits that they all share are:

Researched and Edited by Christina Krenek

Without a doubt, knowing how to give constructive feedback is one of the most valuable skills you can have.

With the issue of feedback, we’ve already discussed situations when it’s essential to give feedback and presented 6 constructive strategies. Now, let’s continue with more detail about the 6-step process of giving constructive feedback in the workplace. Following these simple steps ensure your feedback is received well and encourages development.   

Step 1: State the constructive purpose of your feedback.

When it comes to motivating sales people, there is the common misconception that money is the only driving factor, but studies have shown that motivation comes from more than dollar signs and fat paychecks. In fact, employee recognition and rewards are essential to keeping employees happy, engaged and motivated.