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.

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?

Creating a healthy work environment keeps our key people engaged and loyal in an era when we’re demanding they do more with less.

Managing high performers with difficult personalities is one of the greatest managerial challenges that leaders face. We see it all the time across every industry and function.

This month we focus on engagement and its impact on the bottom line. Did you know that disengaged employees are 53% less productive than their engaged counterparts? Do you know who is engaged and who isn’t? How can you tell?

Understanding the difference between the role of a “manager” and a “leader” is crucial to maximizing the potential of your people. A manager’s job is to plan, organize and coordinate. A leader’s job is to inspire and motivate.

Is your organization thinking short-term, or planning for the big picture? Some organizations hunker down and take shortsighted measures such as hiring freezes and training and team development delays.

Does your organization struggle with employee performance? We can help with that! This month we share 5 Steps to Moving Low Performers Up or Out.

July’s feature article drills into the tangible benefits of workforce planning. The third quarter is commonly a time when businesses spend time planning for their next fiscal year.

Because managers carry more responsibility than any other position in most offices, their personal development is sometimes forgotten.