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How to Define Employee Performance and Create Individualized Consequences

Fourth in the ORS management communication series.




How do I hold good people accountable for their results while maintaining workplace harmony? When is "close enough" good enough? These are the dilemmas managers and supervisors face daily. How can you change behavior without creating morale problems or unwanted turnover? In the final installment of the ORS Management series, Vince Rath and Dayna Brown discuss the methods supervisors can use to clarify their tolerances and create responses tailored to each individual employee that can improve performance and maintain relationships.



When the Kids Have Their Own Careers, Wilkerson Can Help You to Retire

Alex and Gladys Rysman are the third generation to run Romm Jewelers in Brockton, Mass. And after many decades of service to the industry and their community, it was time to close the store and take advantage of some downtime. With three grown children who each had their own careers outside of the industry, they decided to call Wilkerson. Then, the Rysmans did what every jeweler should do: They called other retailers and asked about their own Wilkerson experience. “They all told us what a great experience it was and that’s what made us go with Wilkerson.” says Gladys Rysman. The results? Alex Rysman says he was impressed. “We exceeded whatever I expected to do by a large margin.”

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