This is an example of the hundreds of 'management staffing gone wrong' disasters that I’ve witnessed in working with many companies. In today’s hurry-up and get-it-done work world, many people are unwisely promoted to management positions. Basically, their abilities do not match or are insufficient for the new job role. Before you place someone in a management or supervisory position, take heed of these three key staffing principles:

1. Not all competent employees make good supervisors or managers.
Some might be more valuable by continuing in their role as the top salesperson, or the great programmer or the most sensitive counselor.
2. Interviews must be focused with targeted questions. For a management position, develop specific behavioral based questions to decide if the person has good people skills? (Managing is working with people to get results.); Communicates well? (Managing is dealing with people up, down and sideways in an organization.); Knows how to handle conflict? (Managing is confronting and solving people problems.)
3. Finally, in selecting the best candidate, determine the best fit. Can this person do the job? That’s the techn
   Customer Service - The Disney Way
   We had been there a number of times. Ever since our first trip there in 1980 - quite an adventure at that time when travelling from the UK. On that very first visit, my wife was pregnant with our first child, yet this
   of the hundreds of 'management staffing gone wrong' disasters that I’ve witnessed in working with many companies. In today’s hurry-up and get-it-done work world, many people are unwisely promoted to management positions. Basically, their abilities do not match or are insufficient for the new job role. Before you place someone in a management or supervisory position, take heed of these three key staffing principles:
   1. Not all competent employees make good supervisors or managers.
   Some might be more valuable by continuing in their role as the top salesperson, or the great programmer or the most sensitive counselor.
   2. Interviews must be focused with targeted questions. For a management position, develop specific behavioral based questions to decide if the person has good people skills? (Managing is working with people to get results.); Communicates well? (Managing is dealing with people up, down and sideways in an organization.); Knows how to handle conflict? (Managing is confronting and solving people problems.)
   3. Finally, in selecting the best candidate, determine the best fit. Can this person do the job? That’s the tech
      What Color is Your Yellow Pages Ad?
      In the beginning, Yellow Pages ads were, well, yellow. With black type. Then, in an effort to jump start sales, the clever people who invented Yellow Pages in 1886, the Reuben H. Donnelly Corporation, figured an
      role. Before you place someone in a management or supervisory position, take heed of these three key staffing principles:
      1. Not all competent employees make good supervisors or managers.
      Some might be more valuable by continuing in their role as the top salesperson, or the great programmer or the most sensitive counselor.
      2. Interviews must be focused with targeted questions. For a management position, develop specific behavioral based questions to decide if the person has good people skills? (Managing is working with people to get results.); Communicates well? (Managing is dealing with people up, down and sideways in an organization.); Knows how to handle conflict? (Managing is confronting and solving people problems.)
      3. Finally, in selecting the best candidate, determine the best fit. Can this person do the job? That’s the tech
         Don't Just Hire New Employees-Develop Them
         Are you getting ready to add to your workforce? What steps have you taken to assure that these new hires will make a successful transition into your organization? New employees should be provided a fair opportunity t
         eat programmer or the most sensitive counselor.
      4. Interviews must be focused with targeted questions. For a management position, develop specific behavioral based questions to decide if the person has good people skills? (Managing is working with people to get results.); Communicates well? (Managing is dealing with people up, down and sideways in an organization.); Knows how to handle conflict? (Managing is confronting and solving people problems.)
      5. Finally, in selecting the best candidate, determine the best fit. Can this person do the job? That’s the tech
         Developing Global Manufacturing Operations - Issues, Challenges and Potential Solutions
         IntroductionManufacturing companies have started venturing globally to take advantage of low cost manufacturing, geographical location, resource availability and so forth. Developing and managing global manufact
         s well? (Managing is dealing with people up, down and sideways in an organization.); Knows how to handle conflict? (Managing is confronting and solving people problems.)
      6. Finally, in selecting the best candidate, determine the best fit. Can this person do the job? That’s the technical fit – the basic skills to do the job. Does the person have the desire to do the job? That’s the motivation fit – the commitment to perform well. Does the person fit into the team? That’s the culture fit – an important barometer for success.