Category Archives: Managing People

Transitioning from One Career to the Next

Consider this discussion of how to leverage a job that doesn’t work for you into one that does: http://www.nytimes.com/2014/01/05/jobs/how-a-first-career-enhanced-a-second.html?ref=business.

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How Long Should You Toil at a Career You Love, But Doesn’t Pay Well?

Check out the advice to a young journalist at J-Source.ca. BTW:  The site on which this appears is a unique professional resource for the journalists of Canada.  This is a terrific, collaboratively published and maintained site, that serves the journalism … Continue reading

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Observations about Jobs and Training from the Website of the US Bureau of Labor Statistics

While conducting a little research on the list of occupations at the Bureau of Labor Statistics website, I made some unexpected observations Of the 538 occupations listed there: (1) Instructional designer isn’t listed anywhere.  My guess is that they’re included … Continue reading

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eMail in the Enterprise

  In his article in LesAffaires.com, reporter Julien Brault explores the growing frustrations with email in organizations and how different groups are responding to it. (And for what it’s worth, I’m quoted.) Check it out at: http://www.lesaffaires.com/archives/generale/maudit-courriel/551557

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The Difficult Conversation about Performance

Most workers abhor poor performance (at least, the poor performance of their co-workers).  More significantly, so do most managers.  But tackling poor performance requires having difficult conversations about work standards, and many managers prefer to avoid it.In How to… address … Continue reading

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Do You Really Know How to Give a Performance Review?

In Learning Before Reviewing published in CLO Magazine, Ladan Nikravan emphasizes the importance of training managers in the performance review process before they actually perform them. But Nikravan notes–as is also noted in my academic and certificate courses–that a once-a-year … Continue reading

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Template: Performance Plan

Format of a Performance Plan Three to four sections, that include the following. Main performance objectives Supporting objectives or comments Priority Describe, in general terms, the primary work product Name specific work products. Also mention any relevant business constraints affecting … Continue reading

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Template: Appraisal Form

Objectives Feedback Evalu-ation Area 1 Main: ________ Supporting: ______________________________ __________ __________ Priority of the area 1 or 2 Overall, state the evaluation of this area in words only, using the exact words associated with the number of the evaluation. “Consistently … Continue reading

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Template: Job Description

1. Job title: _________________________________ 2. Broad responsibilities (stated in observable and measurable terms): ________________________________________ _______________________________________ 3. Work products that the worker is expected to produce (such as application programs, test reports, and job reviews) ________________________________________ 4. Business value that hiring … Continue reading

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People Management Overview

You have these opportunities to outline the performance expectations of a worker: When you describe the job (job description) for which you want to hire When hiring the worker After hiring the worker—when you first communicate the objectives for a … Continue reading

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