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... hard and soft skill-set needs. Create a strategic plan, budget, and schedule. Provide the right tools. All training resources are not created equal. For example, some online technical training applications are better than others. To test which programs work best, have different groups of employees try different programs. Then compare changes in their productivity. Follow up. If one-time training worked, you could ride a bike after reading a single book on bicycling. Provide a continuing process to help employees incorporate what they learned during the training experience. Offer incentives. Give your employees rewards or payoffs for their participation in training programs. These incentives can be either financial or non-monetary perks (dinners, entertainment tickets, and so forth) . Reinforce the learning experience so the employee wants to repeat it. ... who might be affected by it. Multiply the impact of training by having workers use what they've learned to help your agency run more effectively. Don Phin, JD, CPCM is president of HR That Works, Inc., a firm specializing in management, employment law, and risk management. He serves as the Human Relations Key Consultant for IMMS.com. Phin, a past president of the American Academy of Employment Law Attorneys, can be reached at (800) 234-3304; e-mail [email protected] ; or visit www.hrthatworks.com . Don Phin, JD, CPCM is president of HR That Works, Inc., a firm specializing in management, employment law, and risk management. He serves as the Human Relations Key Consultant for IMMS.com. Phin, a past president of the American Academy of ...

... did not believe his diabetes caused him to be late for work, called him useless, ' and said he would find a way to fire him (Michigan) . A store manager with a back injury claimed that his boss berated him in front of other employees, told him that he had to work every minute of his shift' no matter what his doctor said, and that he would ride him until he quit' (Georgia) . A hair salon manager with AIDS claimed he wasn't allowed to return to work because his co-workers had threatened to walk out and his manager said she wanted to get rid of him' (New Mexico) . A saleswoman with multiple sclerosis claimed that her supervisor mimicked and ridiculed her speech and gait, blamed her for office staffing problems and mistakes she ... managers were chiding employees for arguably poor performance. This is yet one more reason why it's important to document poor performance immediately, and have the employee recognize the complaint. Attack the conduct, not the person. Don Phin, JD, CPCM is president of donphin.com, inc., a firm specializing in management, employment law, and risk management. Phin, a past president of The American Academy of Employment Law Attorneys, can be reached at (800) 234-3304, fax (619) 437-0143, e-mail [email protected] , or Web site www.donphin.com . Login or Register (for FREE) to gain access to thousands of other great articles. Need more reasons to join? Need insurance for you, your business or your family? Get quality appointments - Save yourself a whole lot ...

... get rid of the "old folks," it wasn't their idea, because they've resisted the notion of change ever since they turned 14, and so on. A second group of employees will go along with the process, simply because they're like sheep. In their minds, they need a job and are willing to suffer anything to hold on to it; they're just going along for the ride. The problem is that they'll add no more energy to your initiative than the minimum required to survive. The third type of employee has been wondering, "What took you guys so long?" They embrace change and are driven to succeed. Given the opportunity to shine, they will add energy to the program. You need to deal with each of these groups differently. For those ... and for ourselves? How do we sustain this effort? How do we have even more fun getting better?" Don Phin, JD, CPCM is president of donphin.com, inc. (West Palm Beach, FL), a firm specializing in management, employment law, and risk management. He serves as the Human Relations Key Consultant for IMMS.com. Phin, a past president of The American Academy of Employment Law Attorneys, can be reached at (800) 234-3304, fax (561) 688-1142, e-mail [email protected] , or visit www.donphin.com . Login or Register (for FREE) to gain access to thousands of other great articles. Need more reasons to join? Need insurance for you, your business or your family? Get quality appointments - Save yourself a whole lot of ...

... did not believe his diabetes caused him to be late for work, called him useless, ' and said he would find a way to fire him (Michigan) . A store manager with a back injury claimed that his boss berated him in front of other employees, told him that he had to work every minute of his shift' no matter what his doctor said, and that he would ride him until he quit' (Georgia) . A hair salon manager with AIDS claimed he wasn't allowed to return to work because his co-workers had threatened to walk out and his manager said she wanted to get rid of him' (New Mexico) . A saleswoman with multiple sclerosis claimed that her supervisor mimicked and ridiculed her speech and gait, blamed her for office staffing problems and mistakes she ... managers were chiding employees for arguably poor performance. This is yet one more reason why it's important to document poor performance immediately, and have the employee recognize the complaint. Attack the conduct, not the person. Don Phin, JD, CPCM is president of donphin.com, inc., a firm specializing in management, employment law, and risk management. Phin, a past president of The American Academy of Employment Law Attorneys, can be reached at (800) 234-3304, fax (619) 437-0143, e-mail [email protected] , or Web site www.donphin.com . Login or Register (for FREE) to gain access to thousands of other great articles. Need more reasons to join? Need insurance for you, your business or your family? Get quality appointments - Save yourself a whole lot ...