Mel Kleiman

Do your (new) employees know:

1. Your background and experience?


2. At least enough personal information to show that you are human? (When it comes to working with people, it is all about relationships.)


3. Why you hired them?


4. What you expect out of them? (Goals and standards.)


5. What they can expect out of you as their manager?


6. Your leadership style?


7. How you want them to manage you and communicate with you?


8. How they should deal

Do you have a contingency or disaster preparedness plan in place? I ask because a regular, once a week blogger I read just missed a week. He did not say specifically why; he just apologized and wrote that “life got in the way.”

This is certainly not an earthshaking event and, most likely, will not tarnish his blog or his reputation, but you have to wonder, if you blog once a week, once a day, or even once a month, wouldn’t you have at least one or two blogs in the can and ready to go i

In order to minimize costly frontline, hourly employee turnover, you’ve got to:

1. Hire tough


2. Let new employees know why their job is important


3. Avoid the mindset that it is “only an entry-level job” (in both the new employee’s mind and in your own mind)


4. Pay the highest wages that you can afford to pay (when you pay more, you can expect and get more)


5. Give a pay raise as soon as the new employee deserves a raise (not on a time schedule, but on a pro

Exit Interviews: Too little, too late

Written by Mel Kleiman on May 24, 2010

It may not provoke a lawsuit, but it sure can create problems.

The fastest growing class of lawsuits in America today are those related to employment law. Within this category, the two fastest growing types of ca