IN THIS ISSUE:

1. Feature Story: Not All Employees Are Ready (& Willing!) To Become A Manager

2. Cathie's Corner: The Makings Of A Good Résumé

3. Wash Your Hands Of Employee Hygiene Issues

4. Free Report: HR's Pandemic Flu Plan For The 2009-2010 Season

5. HR Soapbox: Why Can't We Be Friends?

AHI's We Couldn't Make This Up 

Almost 150 employees at a Bank of America call center in Fort Worth, TX, suddenly became dizzy and experienced shortness of breath. Medics treated more than 100 employees at the scene and transported the rest to the hospital. Fire officials suspected carbon monoxide or another toxic fume was to blame. They were wrong. The culprit was a perfume-spraying co-worker.  

Would Your Personnel Records Stand Up To Scrutiny In Court?

Many federal and state laws and regulations include specific record-keeping rules and required document retention periods. You need to be absolutely confident that all of your employee records, personnel files, and documents — from pre-hire through termination — are legally prepared to defend you...whether in an OFCCP audit, an EEOC investigation, a DOL probe, or an OSHA inspection.

Employer's Guide To Record-Keeping Requirements contains must-know information on all of the records, files, and documents demands made on employers by both state and federal laws, and government agencies, as well as what you must post on company property to stay on the right side of employment laws.

Make sure your filing cabinets don't contain a lawsuit waiting to happen. Request your risk-free copy of Employer's Guide To Record-Keeping Requirements today.

1. FEATURE STORY:
NOT ALL EMPLOYEES ARE READY (& WILLING!) TO BECOME A MANAGER

It's a common scenario: A manager rewards a top employee with a promotion to a supervisory role.  The employee struggles in their new role, and the manager doesn't understand why their once shining star has suddenly dimmed. The problem often lies in the fact that the manager has not taken into consideration that not all employees — no matter how well they perform their current jobs — have what it takes, including the desire, to be "management material."

According to Randstad's 2009 World of Work survey, of the more than 3,000 respondents, 51% did not aspire to become a manager.  The top reasons cited for not wanting to become a manager included increased stress, handling disgruntled employees, increased paperwork, and having to terminate employees.

Besides having the desire to be a supervisor, an employee who is being considered for a promotion to a supervisory position should also exhibit these other traits.

• Is a people person and has good people skills. Someone who prefers working alone all the time won't cut it.
  

• Shows initiative and is self-motivated.
  

• Is dependable. Do they do what they say they're going to do?  Do you trust them? 
  

• Exhibits leadership abilities. Some people naturally step up and take charge, while others prefer to stay in the background.  Important: Don't confuse a quiet demeanor with a lack of leadership skills.  It's not about being front and center at all times; it's about demonstrating that they can effectively take control of a situation when it counts and leading by example.
  

• Takes risks. The employee must not be afraid to be put in difficult situations and tackle challenges.
  

• Handles conflict directly and professionally. An employee who avoids conflict at all costs will either hate being a supervisor or will not be very effective at it (or, most likely, both).  Dealing with conflict is unavoidable in a management position, whether it involves mediating a conflict between two employees, managing an obstinate employee, appeasing an unhappy customer, or working out a disagreement with a higher-up.  If they typically deal with conflict by screaming, swearing, bullying, etc., you'll probably want to give them a pass.
  

• Multi-tasks well. 
  

• Possesses good written and verbal communication skills.
  

• Is a good teacher. This entails having not only good communication skills, but also genuine enjoyment in helping others.  Good sign: The employee's peers turn to him/her when they have questions. 
  

• Isn't afraid to make decisions. An indecisive supervisor is an ineffective one. 
  

• Is adaptable. Beware of individuals who have difficulty changing their minds or accepting criticism.
  

• Wants to keep learning. A manager with a "know it all" attitude will not be liked or respected.
  

• Has integrity. 

2. CATHIE'S CORNER: THE MAKINGS OF A GOOD RÉSUMÉ

A couple of months ago I wrote about résumés — ones that made you laugh and then were put in the "not for hiring" pile. That spurred some interest in good résumés — ones that you put on the short list for interviewing right off the bat. So I polled a group of HR professionals and asked them what it was that they wanted to see in a résumé....Continue the story. 

3. WASH YOUR HANDS OF EMPLOYEE HYGIENE ISSUES  

A manager complains to you about an employee's bad body odor. Another wants to know what you're going to do about an employee who wipes his nose on his sleeve instead of using a tissue. You are not going to do anything, except...Continue the story.

4. FREE REPORT: HR'S PANDEMIC FLU PLAN FOR THE 2009-2010 SEASON  
 

Check out the Free Report, "HR's Pandemic Flu Plan For The 2009-2010 Season," which gives you step-by-step guidance on how best to prepare the workplace for this year's flu season, based on newly released recommendations from federal agencies. Also included are practical and legal considerations for employers on such topics as employee leave, disability-related inquiries, and wage and hour issues.

5. HR SOAPBOX: WHY CAN'T WE BE FRIENDS?

If you didn't already know going in, I'm sure you learned pretty quickly that being in HR is a lonely place to be....Continue the story.