Advices

A poorly written recruitment advertisement often leads to receiving too many applicants which leads to far too much time spent on sifting through resumes and interviewing candidates who aren’t actually qualified. An ineffective ad can also lead qualified employee prospects to pass over your opportunity because the basic information needed to peak their interest wasn’t included. All of this results in an ineffective use of valuable time. In addition, in the case of the long, over-written advertisement, you have paid for advertising space that was not necessary to effectively communicate your needs. The main goal of any position posting should be to tell job seekers why they should work for you rather than your competition.

Below are a few tips for writing an effective recruitment advertisement:

Keep it organized and concise – carefully arranging your copy is critical. Don’t mix messages such as requirements, job description and contact information together. Use sub headings, bullets and different type to clearly communicate your message.

Don’t use unnecessary adjectives and adverbs – after all, you are paying for the space, so why waste it? Try to avoid irrelevant information that will only cost you more.

Give a company description - list the products and services your organization provides. Remember that you are trying to sell your organization to potential candidates so always be positive and convey what makes your company attractive.

Use descriptive job titles – don’t get hung up on using the exact internal job title. Be descriptive about what you are looking for so that qualified candidates don’t see the title as a barrier.

Provide a clear description of the position’s requirements and responsibilities – this should eliminate inquiries from unqualified candidates. Avoid asking for a specific number of year’s experience – this can create a barrier for potentially-qualified candidates.

Include the position’s salary range – ads that don’t include wage information gather little attention from serious job seekers.

Highlight benefits – describe what’s in it for them. You don’t have to outline the complete benefits package, but make it difficult for the job seeker to overlook your opportunity.

Make your message personal – always make the tone of your copy conversational. This allows the candidate to mentally picture themselves in the position. Make your copy seem as if you are speaking directly to the job seeker.

Include clear contact information and instructions – be clear on how, when and where you’d like to be contacted. If a prospect finds it difficult to inquire about the position, they will most likely move onto the next opportunity.

A properly-written recruitment advertisement will generate more qualified candidates and in some cases, significantly reduce expenses. This will allow you to recruit and retain top talent. Have a position to post? Post it online with jobanketa.com.

The article source is Writing Effective Recruitment Advertisements.

During the research about this topic we have found this story which is told by one employer.

I recently flew from Seattle to Atlanta, I realized, just as we began our taxi, that it takes hundreds of support personnel to maintain a flight. I saw the woman at the check-in desk, security, pilots, luggage handlers, flight crews, air controllers, and the various staff physically on the tarmac doing whatever people do on an airport tarmac.
Just as it takes hundreds of people to make a flight a reality, it takes a small army to run a business. One thing I have learned in my short-life of business, is the undisputable fact that one person can hinder the growth of a successful business.

I constantly find myself doing 'administrative' things, such as following up on overdue accounts, staying up-to-date on taxes and marketing details, and balancing the bread and butter of my company. It is easy to get sidetracked on mundane tasks, it seems just as I get started on a project, the phone rings.

I have also learned that letting go of some things can give you greater control. Confused? Think about this: I spend 3+ hours a week on accounting details. I make no money from that, my money comes from designing web sites and consulting companies on their online presence. Why would I spend 3 hours NOT making money when I can make $45 an hour doing what comes naturally? The answer: because it has to be done. By spending 3 hours a week, at a "loss" of $45 an hour, I am losing $135 a week, $7020 a year.

When I hired my accountant, I 'saved' money. No longer am I losing $7000 a year to administrative task. Instead, I am able to pay him - a lot less than $7000 a year - to handle my account needs. This frees 3 hours a week for me to commit to my customers.

I also have someone to take care of mailings, bills, and some phone calls. I receive approximately too many "Pre-Approval for $50,000" notices every day. I needed someone to rip out and shred my personal information and toss the remaining. This alone saves me time, allowing me to focus on running my business.

Business owners are a special breed. Often we are described as stubborn, strong-willed, insane, smart, and lucky. None of those descriptors are negative - or shouldn't be. Business owners are needed just as much as employees. This special breed often allows these words become common practice, for some of you, the thought of handing over important aspects of your company is unrealistic.

How realistic is it to hire a lawyer to paint your house? What about hiring a carpet cleaner to install your computer network? Obviously these people are not incompetent to do these things, but it is not their profession.

Sometimes the less you have to worry about will help spark your creativity. I know a local photographer what was insistent on designing her web page, while she had great creative ideas, the means was harder to come by for her. She didn't know about search engines, or compatibility with difference browsers, or what a browser was. But she was excellent when it came to focus, lighting, and shutter speed. My point? Hire people to do what they do best.

My accountant is an accountant, he does accounting, and he does my accounting. I am not going to ask him to take my picture, design my website, or paint my house.

Let go of some aspects of your business, you can be the pilot and not have to worry about the baggage handling or staffing the check-in desk.

The article source is Hire People For What They Do Best.

Ten Recruiter Must-Haves

Looking for talent? Or do you have problems looking for the perfect candidate who could help you close that job offer? As a recruiter, you should never run out of brilliant candidates. Countless untapped talents are everywhere. It is all in how much effort you put and the strategies you utilize into pooling not just 'good' candidates but the candidates that are job-worthy.

Try to check your database again and see if there are resumes that do not tell you a lot. Or is your staff still retrieving the same scrap? As much as possible, you would like a database that stores only the cream of the crop. So, how you separate the wheat from the chaff depends on the skills of you and your staff.

1. Source candidates like a pro and build long-term relationships with them. Be creative! That's the best advice we could give you now. There are various ways to look for candidates. It's not just subscribing to major job sites. There is actually more relationship built when you tap candidates you trust and ask for referrals. Also, allow your staff to tap their own networks. Expand and use your affiliates and organizations. You do not only aggregate more resumes into your database but you are actually building a personal, long-term connection with them.
2. Familiarize yourself with the industry's buzzwords. It is only by knowing and understanding the keywords that you will be able to competently assess a candidate for a job. By knowing what it means to truly qualify a candidate, you spend less time interviewing candidates who are not qualified for the post and you avoid wasting their time, too!
3. Have good communication skills. This includes being positive, polite and approachable to your staff, candidates and clients. You must also be an expert at salary negotiations and not giving up until the battle is won. There are candidates who might settle for a lower rate provided they fit perfectly into the culture. Therefore, it is important that your interview process allows you to carefully understand your candidate's personality. Your process should not be superficial. Move on to the next level and you will be surprised at how much the candidate is willing to compromise.
4. Pay attention to details. You must pay attention to minute details for this is where the recruitment business thrives. Organizing and knowing which tasks to prioritize are factors of success. Coach your staff to be keen to details as well. Teach them to analyze these details so that they can do detailed tasks for you.
5. Practice flexibility for it is the key. You shouldn't only be good with negotiations and interviews. A good recruiter must be flexible enough to do menial tasks when circumstances call for it.
6. Exert effort to be honest. Being honest means you should not misrepresent your clients to individuals nor misrepresent your candidates to your clients. This should not only avoid you legal cases but it also spares you from wasting time.
7. Exhibit a strong work ethic. When you have it, there is no problem in instilling it in your staff as well. A good leader should always be a good example.
8. Show a great deal of motivation and energy. Do you often procrastinate? When recruiters are always after a deadline to be able to close a candidate on a job offer, there is less room for delays. You should always be on the lookout for the best time to contact your candidates. It could be at an hour when bed looks comfortable or during the wee hours.
9. Build a good reputation for yourself. That is: “Recruiter X always forwards his best candidates, let's take a look at his suggestion.”

This article is written by Cherry Ozoa. The article source is How To Find the Best Candidates for that Job.

Your company is growing and you have the need for additional employees. The ads have been run and a number of applicants are, at least on paper, qualified for the positions. It is time to meet with the finalists for face-to-face meetings so that you can decide which candidates will be the ones to help in your company's continued growth.

Passing interview is an important part of running a successful business; since your employees are one of your most valuable assets, you must choose wisely. Here are a few tips for conducting interviews:

1. Do your homework. Familiarize yourself with the applicant's resume before the interview.
2. Make a quick list of questions that you want to ask and information about your company that you want to offer the candidate.
3. Be professional. You are representing your company and will give the applicant their first real impression of the working environment. Be on time, dress professionally and use appropriate language.
4. Keep in mind that there are a number of questions that the law forbids you to ask. Since employers cannot discriminate on the basis of age, race, gender, religion, national origin or disability, you must be careful in approaching any of these subjects. You do not want to put your company in the position of defending your hiring practices by asking inappropriate questions. Here are a few guidelines in that area:

- You cannot ask an applicant's date of birth, but you may ask them to confirm that they are over 18.

- You cannot ask about a person's citizenship or nation of origin, but you may ask the applicant if he/she is authorized to work in the U.S.

- You cannot ask if an applicant is married, has children or is planning to have children. You may ask the applicant if they will be available for overtime or travel, if it pertains to the position for which they are applying.

- You may not ask a person's height, weight, health history or disabilities. If necessary for the job, you may ask if they are able to lift X number of pounds or work on their feet for 8 hours.

- You may not ask if an applicant has ever been arrested, but you may inquire about convictions regarding specific crimes that may come into play at your place of business.

- You may not ask an applicant if they were honorably discharged from the military, but you are permitted to ask for details on skills that they may have learned during their service.

1. Try to see things from the applicant's point of view. Remember that not only are you considering them as a potential employee, they are also sizing up your company as a potential workplace. Offer an honest but upbeat description of the job, as well as the possibility for advancement.
2. Be friendly. By creating a relaxed atmosphere, you will allow the interviewee to be open and honest with you.
3. Encourage the applicant to ask questions. Their questions will help you to determine where their priorities lie. It would certainly be beneficial to know right up front that his/her biggest concern is being able to run right out the door at 5:00!

This article is written by Elizabeth Grace. The article source is How To Conduct an Interview.

If you are an employer with a job opening to fill, phone interviews are a good way to screen potential employees without investing too much time or money in the process. At the same time, phone interviews give applicants a chance to set themselves apart from the competition and pique an employer's interest. No matters which side of the phone you are on, here are some tips to make the most of the interview process:

1. Use phone interviews as a way to quickly assess a pool of candidates and identify those people you want to pursue further.
2. Prepare before you make the call. Review the applicant's resume and know the position you are looking to fill.
3. Come up with a list of questions you want to ask and key points about the job that you want to convey so you can keep the call moving along.
4. Try to avoid any dead spots, as these can make you look less professional and can break the flow of the call, making it more difficult to get back on track.
5. Have the applicant's resume in front of you to clarify information and to refer to his or her experience as needed.
6. Communicate clearly about the position and what it will entail.
7. Assess the applicant's skills and work experience over the phone and get a feel for how these will translate into your work environment.
8. Find out how serious the applicant is in securing the position so you know if it is worth proceeding to a future interview.
9. Follow your instincts. If the interview goes well, be ready to follow up by arranging your next meeting.
10. Clearly explain your hiring process and what the applicant can expect.
11. If you want to talk to the applicant further, consider inviting him or her in to meet with you in person next.

The article source is Conduct Telephone Interviews: Job Interview Advice.

Below is a listing of sample interview questions to use as a guideline when developing questions you might ask a potential employee. The trend in developing these interview questions has been to make them behavioral based, allowing the interviewer to get the maximum benefit from the interview.

General

Tell me about your recent work experience(s).
Why did you leave your previous place of employment?
Why are there gaps in your employment history?
What strengths and weaknesses would you bring to this position?
What is your understanding of this position and what skills do you bring to the position?
What types of job responsibilities do you find to be most rewarding? Why?
What types of job responsibilities do you find to be most frustrating? Why?
Tell me about your computer skills and what type of software you are experienced with.
What type of management style do you prefer (hands-on, frequent supervision, minimal supervision, etc.) and why?

Behavior Questions

If you were given a handwritten list of 50 names and addresses, along with a letter that needed to be sent to each, how would you complete the task? Explain, in detail, using a mail merge function in word processing software.
Describe a situation when you had to take directions from several people at the same time.
Describe a time when you had to sacrifice quality for a deadline, or visa versa. How did you react to this?
Describe a tough problem that you have dealt with, tell me how you approached it and the outcome.
Tell me about a specific occasion when you conformed to a policy even though you did not agree with it.
Tell me about a time when your manager was unavailable and you had to solve an immediate problem. What did you do and what was the outcome?
Tell me about a project you have been responsible for and how you organized the necessary paperwork, tasks, goals, etc.
Have you ever intervened on behalf of an employee who was not being treated fairly? Tell me about it.
Describe for me two improvements you have made in your job in the past six months.
When you delegate assignments to others, how do you keep track of their progress?
Tell me about a decision you made that your supervisor disagreed with. How did you handle it?
What do you feel would be the most common errors made in a position such as this?
Tell me about a time when you were late or absent to work. How did you communicate that to your supervisor?
How do you deal with difficult or demanding managers/co-workers/customers? Describe a situation.
Tell me about a time when a supervisor asked you to complete a task that you thought was not necessary, or could have been done another way. What steps did you take to achieve the task?
Tell me about a time when you felt you had to break a company rule in order to get something done.

Customer Service

How would your supervisor describe your relationship with your peers?
Describe a customer compliant that you have resolved.
Describe a day when you were faced with multiple interruptions and had to assist in covering an additional position.
Tell me how you managed your day to accomplish your work.
Tell me about a time when you were given high priority tasks from multiple supervisors. How did you decide which to complete first?
How would the people you supervise describe your management style?

End of Interview

What aspect of your past employments did you enjoy the most?
Why should I hire you?
Do you have any questions for me?

Safe Interviewing

Don’t ask questions about or make any references to:
1. Age, religion, racial heritage
2. Languages spoken at home (if part of the job description, you can ask in what languages the candidate is fluent)
3. Family: spouse's employment, child care, marital status, where parents were born, where the candidate was born, if family lives locally, sexual orientation
4. Home ownership, car ownership
5. Arrest record (you may ask if candidate has ever been convicted of a felony, not if they've ever been arrested)
6. Handicaps (except as phrased in #26 above)
7. Citizenship If the candidate volunteers information on any of the above "no-no's", say something like "That isn't information I need for this interview" and move on to safer territory.
Do keep questions open-ended and job-related and ask all candidates the same basic questions.

The article source is Interviewing Questions.

If past behavior is the best way to determine future behavior then behavioral interviewing is a requirement for anyone serious about hiring top talent. This skill isn't something that should be taken lightly, but everyone's got to start somewhere. Keep in mind that you're looking for specific examples rather than vague descriptions. A good communicator can dance around the question and sound very convincing if you don't insist that they give specifics. Here are a few questions that I have found to predict the future behavior of some of the most critical personality traits.

Leadership Ability
These abilities will be important for any position that involves persuasion or managing a team. Here are a few questions to determine the strength of a candidate.
Tell me about a time when you lead a discussion, task force, or committee meeting. What was the situation and how did you orchestrate it?
Tell me about a time when your co-workers looked to you for guidance on an important project or task. What was the situation and how did you handle it?

Verbal Skills
Any employee that requires a high degree of human interaction will benefit from strong verbal skills. Here are a couple of questions to determine the strength of a candidate in this area.
Tell me about a time when you had to explain a challenging concept or idea to a co-worker. How did you communicate it to them to ensure that they understood?
Tell me about a time when you were required to speak before a large audience. What was the situation, how did you feel about doing it, and what was the outcome?

Decisiveness
This is an indicator of an individual's ability to make decisions independently and is also an indicator of an individual's self confidence as well as their tolerance for risk. Here are a couple of questions to understand a candidate's strength in this area.
Tell me about a time when you were required to make an important decision without having complete information. What was the situation and what was the outcome?
Describe a situation when you had to make a decision that you didn't feel was your responsibility or authority to make. What course of action did you take to make sure you did the right thing?

Assertiveness
This is an indicator of an individual's ability to communicate. This will closely relate to leadership ability and is important for any position that requires giving direction to others. Here are a couple of questions to gain a better understanding of a candidate's strength in this area.
Tell me about a time when you had to speak up in order to get your point across. Be specific.
Tell me about a time when you had to "sell" your manager or co-workers on one of your ideas. What was the idea and what was the outcome?

Energy Level
This is an indicator of an individual's ability to maintain intense levels of work for long periods of time. While most candidates will be able to complete an 8 hour work day, someone with a low energy level will feel the effects much more than someone with a high energy level. This is also an indicator of an individual's propensity to work quickly. Here are a couple of questions to determine the strength of a candidate in this area.
Tell me about a time when you were required to work with a team on an important project and you weren't pleased with the speed at which it progressed. How did you deal with the situation?
Describe a situation where you were required to work an extended period of time to accomplish a task. What was the situation and how did you keep yourself motivated?

This article is written by Mike Nacke. Mike Nacke is the Director of Development for PrideStaff, a national staffing and recruiting firm and is an expert at building a world class workforce. For more information on how to hire and retain passionate employees visit http://www.mikenacke.com.

Mistake #1: Going with the flow
Inexperienced interviewers sometimes fall into the trap of letting the interview become "free form", spending different amounts of time on different questions, basing follow-up questions on how the candidates answer. This can result in a candidate taking control of the interview and leading you where he or she wants to go, rather than where you can get the information you need.

Solution: Ask everyone the same questions. Prepare a list in advance, based on the information you need, and use it as a guide throughout the interview. Put each question on a separate sheet of paper and prepare one set for each candidate. As you move through the questions, use the appropriate sheets to make notes of the answers and your own observations and impressions. You can vary the follow up questions as necessary, but keep your notes on the main question page. When you have followed this structure with all the candidates, you'll be able to compare them on an "apples to apples" basis.

Mistake #2: Asking predictable questions
Job applicants have many sources of help for interviewing, and it's easy to learn acceptable answers to the standard questions. That means even the wrong candidate for your position could answer the questions in a way that fools you into thinking he or she is a fit.

Solution: Ask candidates questions that force them to expand on their answers, illustrating their thinking skills as well as their attitudes and job competencies. Such questions might include:
If you could design your own job, what would it look like? What's your favorite part of the work you do now? Why do you like that? Ask questions like these and, instead of practiced responses that tell you virtually nothing, you'll get insights into which these people really are.

Mistake #3: Whitewashing the job
If you have a candidate in front of you who seems like a great choice, you obviously want that person to accept your job offer. Sometimes, though, you know the job has inherent challenges or downsides, and you may be afraid if you talk about these things you will lose a good employee. The trouble is, if you hire them and they discover the negatives themselves, you may well lose them in the first week!

Solution: Be candid about challenges in the job or within the company. Watch for candidates who embrace and relish the challenges, and who can see beyond the negatives. These can become your most valued employees.

Mistake #4: Ignoring the question of "fit"
Every organization has a culture. It comes from a blend of the industry you are in, the ages of those who work there, the size of the company, the number of people, the geographic location and many other factors. But that culture creates its own work environment, and if employees are not comfortable with that environment or do not work well within it, they don't "fit". This person will never be an asset to your company, and may in fact leave very quickly.

Solution: Ask questions whose answers will demonstrate the candidate's personality and character, their attitudes towards the workplace. An example of that type of question might be: Do you prefer a structured environment or a looser, easy-going one? Why?

Mistake #5: Letting a candidate's one major positive blind you to the negatives
Sometimes a person might have one outstanding positive: worked for your major competitor, attended a university with a track record of successful graduates, or even just comes from your home town. If you also instinctively like the individual, it is tempting to be overly influenced by this fact, and not pay enough attention to others that are not so attractive.

Solution: When recording your notes on each candidate (see solution to Mistake #1), be sure to record negatives as well as positives on the appropriate pages. When you review your notes after the interview is over, you will be better able to balance the pros and cons impartially.
Candidates are often sophisticated job seekers, who are well prepared for the interview. To avoid costly hiring mistakes, hiring interviewers must be equally prepared for the process.

This article is written by Helen Wilkie.Helen Wilkie is a professional keynote speaker, workshop facilitator, author and coach, specializing in business communication and management skills. The article source is 5 Interviewing Mistakes That Can Lead To Hiring The Wrong Person.

Most often, we just take for granted employees coming in to our offices for the first time. We give a distant smile, say welcome, and then hope they figure it out on their own. We forget that we have established an office culture that may just overwhelm many of the new ones coming in to join us. 

There are three things to consider: the work to be done, the culture in the office and our commitment as human beings to reach out to newcomers and make them feel welcome. Here are a few steps to ensure they will feel welcome to your office:

1. Make an announcement. This can be done either in the bulletin board or office memo informing employees of the new person and the job this person is going to have in the office. If the office has a large number of employees, then informs at least those within the department that the person is going to join.
2. Ask one of the receptionists to welcome the new employee. The reception people are usually pleasant as that is expected of their job. This includes bringing the new employee on a familiarization tour of the office and introducing him/her to the other employees who happen to be around while they walk about – not necessarily everyone, as this can also be overwhelming. Also, this would include introducing him/her to the CEO and passing the person on to the immediate supervisor.
3. Ask your CEO to make time for the new employee. In a small organization, a five minute call on the CEO, the Chief, would be a positive experience and would tell the new employee of the value the organization gives to each person. In a big organization, the Department head would suffice.
4. Orient the person on the work to be done. The immediate supervisor of this new employee will be the best person to show how the work is to be done, how it is connected to the work of others in the department, what performance standards are expected of employees in the organization, and what procedures are followed in the office for routine tasks such as printing, delivery, phone calls and others.
5. Give the new employee enough information to survive the first day. The rest can be learned from the manuals. If there is no manual, the immediate supervisor can schedule a regular time each day within the first week to continue the orientation. A person can only absorb so much at a certain time, and the schedule will enable the supervisor to have a sense of how the employee is adjusting to the work and to the office environment.
6. Give the person time to absorb the newness of the job and the office. Sometimes, it can be overwhelming when so many office colleagues talk to a new employee, while all he/she wants is to get to work.
7. Be extra sensitive to the new employee’s needs in the first week. While you give the person space to start, watch out when he/she seems lost and needs some help. Often, he/she may be embarrassed to ask so when you see the predicament, offer your help.
8. Talk with the new employee during lunch or coffee breaks. How often do you see new employees eating alone? No one really cares. “In our office, we care.” This is the message you want to give.
9. Be prepared to listen. Be there to answer a new employee’s questions or listen when she needs to just process the experience.
10. Walk around the office with him/her and introduce him/her to your friends as someone you value.

As each employee tries to do this, the new employees will find it easy to get into their work and will soon be doing the same to the other new employees. Then, the transition will no longer be difficult but will even be enjoyable. And guess what? You’ll probably make some new friends too!

This article is written by Mary Norton. Mary is an Organization Development Specialist working internationally on development projects. The article source is How To Welcome a New Employee.

We all have experience dealing with difficult, unpleasant and problematic people at our offices and workplaces.

Difficult people are those who:

- create problems for their colleagues

- always gossip and spread rumors

- discourage and criticize other’s work just to boost their own ego

- hardly cooperate

- do not put enough effort towards accomplishing the tasks they are assigned to

- are not willing to listen

- always find some thing negative in someone or something and etc.

The list of these bad qualities can go on and on depending on your perception of how you would define a difficult person, but a broader definition would be that a difficult person is someone with whom it isn’t easy to work/deal with. This person could be your boss, your coworker, a costumer or anyone associated with your work/business.

We will not focus on the behavior and attitude of difficult people here because we have no control over their behavior and cannot directly change them to meet our criteria. However, what we will discuss here is our own behavior, which we do have control over. We can adapt in order to deal with such people.

Here we will look into some techniques and tips on how to cope and deal with difficult people in a working environment.

1. Find out if others are experiencing similar problems with the difficult person. Examine your own behavior first. See if it’s only this particular person you are having the problem with or is it every other person around. Chances are that you could be overreacting or behaving differently and, as such, provoking others to aggressively react to your actions. Think about the problem that you are facing with this person and see if it really is an issue that must be dealt with. Does the person know your hot buttons and weak points? Talk with your close colleagues that you trust about the issue and find out if they also have noticed such a behavior in this person.
2. Communicate with the person. Try to bring your concern to the attention of the person privately at first; he/she might be doing it unintentionally. Be careful not to do this when you are angry, frustrated or your emotions aren’t in your total control. Inform the person about the possible bad results of his actions. Let him know that he will bear serious consequences if he continues to misbehave with the costumers, does not cooperate with his colleagues, misses the deadlines, gossips and/or offends other colleagues and that his poor actions will have a negative impact on his career, the reputation of the office and the overall output of the office.

Watch your words and body language so as not to make the situation worse. People often perceive such consultation as an insult and confrontation. Consider the position of the person in the organization and think about how best you can present the issue to him/her. Create a friendly and calm environment before beginning the discussion and be as friendly, positive and patient as possible during the discussion. Be very fair in your reasoning and never judge the personality of the person. Never bring your past bad experiences or the overall character of the person into the discussion, only focus your discussion on the current problem you are having with him and come up with some reasonable solutions.

1. Don’t get it personal and try to remain patient. Focus on your own goals and duties and assure yourself that the person’s poor behavior is none of your business unless it is seriously affecting your performance. Don’t take his words and actions personally and try to ignore the person or situation.
2. Keep it professional. Limit your contact with the person to a purely professional level. Try not to engage in unnecessary chatting and gossip around the office. Be honest in your intentions and always do your best to professionally fulfill the duties assigned to you. Be cooperative.
3. Treat others as you would like them to treat you. Respect your colleagues and demand respect. You don’t have to like your coworkers to have a good relationship with them. Never make jokes and tease other colleagues in the office and try not to put yourself in a situation where others may tempt you to do so. Don’t assist or encourage a coworker to make fun of another coworker. Don’t complain to every other person passing by about how irresponsible, idiotic and lazy your coworker is.
4. If possible, share the issue with your boss. Be ready to defend yourself and your role in the situation. Try to remain positive and actually be willing to solve the problem. Never show up and act as though you are trying to kick the other person out of the office.

There are different types of difficult people. You will face them wherever you go and will have to either deal with them or leave the place. Your success in effectively handling difficult people depends solely on your ability to assess the situation, find the root cause of the problem and patiently deal with it.

This article is written by Waheedullah Aleko. The article source is How To Handle Difficult People in the Office and Workplace.

Regardless of whether you run a small business with a handful of employees, or a corporation that employs thousands, one of your greatest assets will be the loyalty and devotion of your employees. However, employee loyalty is not something that will endure unless there are some specific efforts made to keep it alive and thriving. Here are a few ideas on how you can inspire and grow employee loyalty in your company.

1. One of the easiest things you can do to encourage employee loyalty is to extend respect to each and every person who is part of your organization. Everyone likes to be in an environment where he feels as if he is valued for who he is and what he brings to the table. Such little things as remembering people's names or taking a moment to listen when an employee needs five minutes of your time goes a long way. Acknowledging the presence of your employees with a smile and nod as you walk through a department is another simple yet eloquent gesture that says, "I know you are here and I appreciate your presence."
2. Communication is also important in any good working relationship. You can deflate the most enthusiastic employee by conveying the message that he is not worthy of knowing what is happening with the company. This does not mean you have to share sensitive data with everyone. However, by taking the time to let everyone know how sales are going, how many units were shipped last month, the good news that a new customer will be coming on board and just in general how the company is doing will make all the difference in the world. Some companies use the model of a quick fifteen to twenty-minute meeting or conference call on Friday afternoons. Others like to pull employees together in face to face groups once a month, allowing employees to ask upper management questions. The methods may vary, but the point is that communicating with your employees helps them to feel like a full part of the team, and thus loyal to you and their coworkers.
3. Acknowledging employee loyalty in several manners also helps to foster continued dedication to the company. Make a big deal when someone has been with the company for ten years. Let everyone know about the employee who salvaged a client relationship last week. Never forget to say "thank you" and "I appreciate what you bring to this company" and be specific about the event or skill you are talking about. It is relatively easy to say "I appreciate you" but it sends a much stronger message when you can cite the exact reason for your appreciation.
4. When circumstances allow, reward people for a job well done. Sometimes this may be in the form of a bonus in the payroll envelope. At other times, throwing a company-wide picnic might be the ticket. Even something as simple as having pizza brought in for everyone when the day is unusually busy sends a clear signal that you appreciate the hard work.
5. Also, never forget that an increase in benefits can also help to inspire employee loyalty. As companies grow, there is often the chance to improve benefits such as hospitalization, dental and visual coverage, more vacation time or sick leave and life insurance coverage. As the company reaches a new level of financial stability, reward your employees with increased benefits. This sends a clear message that you know the employees play a large role in the success of the company, and you want them to have a better standard of living.

Employee loyalty is all about letting people know they are valued and appreciated. This may come from words, from increases in pay and from other perks as well. Find the most appropriate ways to extend that appreciation and acknowledgment of worth within your corporate culture and you will have employees that will stick by you through thick and thin.

This article is written by Malcolm Tatum. The article source is Encourage Employee Loyalty: Offer Employee Incentives and Rewards.

In order for businesses to succeed, management must keep a close eye on the bottom line. One of the many factors that directly affect a firm's profitability is employee productivity, so it makes sense to try to increase output whenever possible. Here are some ideas to help get your workforce motivated to consistently perform at high levels.

1. Implement a piecework compensation plan. One of the best ways to improve employee productivity is to create a direct link between output and pay by implementing a piecework compensation plan. In a piecework compensation plan, there are no hourly wages. Instead, employees get paid according to how many parts they assemble, how many sales they make, how many hours they bill, etc. This won't work for every industry, but if your employees' productivity can be easily quantified, then you might want to consider switching over to this kind of plan.
2. Promote from within. When you show employees that you are committed to promoting from within, you'll be giving them even more incentive to increase their productivity and improve their overall performance. Nobody likes to believe that they are stuck in a dead-end job or that their efforts will go unnoticed. If your employees can see that their hard work might pay off in the form of a promotion, they'll be more inclined to give it their all day in and day out.
3. Ensure that your employees have good equipment. In many instances, employee productivity is limited by the equipment they are forced to use. If your plant is filled with 20-year-old machinery that constantly needs attention from the maintenance crew, or if your office contains slow, outdated computers, then you're not giving your employees a fair opportunity to be productive.
4. Consider profit-sharing. In order to get employees to care about the direction your company is taking, it might be necessary to give them a personal stake in the outcome. This can be accomplished by introducing a profit-sharing plan in which employees receive a set percentage of any profits realized by the firm. The better the company does, the more money employees receive above and beyond their base salaries.
5. Hand out achievement awards. In addition to financial incentives, many employees are motivated by the need for social recognition. That's why giving achievement awards to outstanding employees are an excellent way to improve productivity. Achievement awards typically take the form of plaques, jackets, certificates, prizes, or even special parking spaces, and are handed out to employees who meet certain performance standards.
6. Provide adequate breaks. As counterintuitive as it may sound, providing employees with adequate breaks is essential for improving overall productivity. Break time not only gives employees something to look forward to, but also gives them a chance to recharge their batteries before diving back into work. More often than not, they'll come back refreshed and ready to focus for another couple of hours until the next break.

This article is written by HowToDoThings'Contributing Expert. The article source is How To Improve Employee Productivity: Appreciation and Incentives.

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