{"id":369,"date":"2006-03-18t22:56:00","date_gmt":"2006-03-19t03:56:00","guid":{"rendered":""},"modified":"-0001-11-30t00:00:00","modified_gmt":"-0001-11-30t04:00:00","slug":"preview-staff-management-dos-and-donts","status":"publish","type":"post","link":"\/\/www.g005e.com\/2006\/03\/18\/preview-staff-management-dos-and-donts\/","title":{"rendered":"preview: staff management do’s and don’t’s"},"content":{"rendered":"
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download here<\/div>\n<\/div>\n

staffers speak out, share some tips. but are managers listening?<\/i><\/p>\n

the finance and accounting profession, already facing a crisis in recruitment, is failing to utilize proper retention strategies, such as an enlightened system of mentoring, coaching, goal-setting and performance review and remediation.<\/b><\/p>\n

45% percent of finance and accounting professionals surveyed would consider changing jobs because of the managerial atmosphere of their office.<\/i><\/p>\n

the participants:<\/b>
\n— 46% of participants represent public accounting firms, 32% business and industry.
\n— 42% work in offices of 11 to 50 persons.
\n— 45% are senior executives, owners or chief executives.<\/p>\n

what managers are doing wrong:<\/b>
\n1. managers wait until problem is out of hand to confront it. and by then it?s too late to handle it productively or with sensitivity.
\n2. the feedback is not confined to the facts, but ranges further afield.
\n3. it feels like a verbal attack on the employee.
\n4. the feedback gets personal, instead of remaining business-like and professional.
\n5. there are comments on issues beyond the control of the employee.
\n6. feedback is delivered without privacy.<\/p>\n

including: verbatim comments from dozens of staffers.<\/b><\/p>\n

download the free executive preview.<\/b><\/a><\/p>\n

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