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What Is That Empty Chair Costing You?

It's tempting to assume that you save money by leaving a position open. After all, as long as the position is open, there is no need to pay a salary. However, in a productive organization, every position must contribute far more than just the employee's salary to justify its existence. With every worker already contributing 100 percent to your company's ability to generate revenue, leaving a position unfilled can have significant costs.


Earning Your Employees’ Trust
by Joan Lloyd

Trust is in short supply at work these days. Yet managers sometimes think because they’re the boss, trust should be automatically granted.

Waning loyalty has become the hallmark of the modern workplace. Downsizing, reorganization and other corporate ‘gotchas’ have created employee cynicism. And yet, as a manager, you need to build trust among members of your team. So, how do you pull that off? You can’t wait around hoping your organization will make it happen. It starts with one: you. Trust won’t be given to you until it is earned. Here are some essential trust building blocks:


Book Review

The 21 Indispensable Qualities of a Leader: Becoming the Person Others Will Want to Follow
by John C. Maxwell

One of the best ways to learn about leading is to pinpoint the characteristics of great leaders and follow in their footsteps. Whether you want to focus on passion, vision, or listening, The 21 Indispensable Qualities of a Leader touches on each trait and discusses how to cultivate them within yourself. Supervisors at all levels will appreciate Maxwell's concise style and his daily take-aways that encapsulate lessons. This book can be referred to for quick reference when a situation arises, and odds are it will have a novel, insightful prescription for dealing with the problem.


Q. How can I choose between two equally qualified applicants? I like both people, and I can't find anything to disqualify one over the other.

A. Is there someplace else in your department or your company where the other person may be able to be placed? It's hard enough finding even one solid hire. When you find two, get them both if you can. If you're limited to selecting one, then this is one of those cases where you need to trust your gut instinct. If you lean slightly towards one or the other, go with that leaning. If you are completely torn, you might ask for an outside opinion to help you in making the selection. This might be your team that will have to be able to work with your new hire or your own supervisor who may have other thoughts about how your team should function.

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