Riding the third wave

Article Abstract:

The transition of personnel departments into human resources (HR) departments has resulted in an increase in the strategic importance of HR professionals, and in the enhancement of the recognition of the key role HR plays in customer relations. However, those positive changes are still theory in a significant number of organizations and must be converted into practice if those organizations are to use HR to their competitive advantage in the 1990s. The benchmarks of the new and enlightened HR department include a design that integrates all HR systems, emphasizes the importance of customer needs and input, and has total accountability for managing HR. Although the existence of these benchmarks will not guarantee success, they will encourage it.

Human resource departments

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Open your eyes: observation skills

Article Abstract:

Supervisors can improve employee efficiency by improving their own observation skills. Supervisors who have good observation skills are better able to evaluate and motivate employees, help employees manage time more efficiently, follow up on training, and describe incidents that may have legal implications, such as accident reports. Managers can self-evaluate observation skills through pretests and comparisons with observant people. The keys to observing effectively are: being objective, understanding nonverbal communication, observing how people interact with others, and not being intrusive.

Employee training

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Is your discipline process the victim of red tape?

Article Abstract:

A company's discipline process should be constructive and should not be burdened with too many steps. A corrective action program based upon a positive and open approach which demonstrates a concern for employees and allows them the opportunity to respond to their performance problems is discussed. A fair and nonprejudicial approach reinforces positive behavior and earns the respect of all employees.

Evaluation, Employee discipline, Employee counseling

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