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AI can already recommend firing an employee. But responsibility cannot be hidden behind an algorithm’s decision

An AI system can monitor attendance, allocate shifts or recommend personnel measures. Once its…

A promotion offer can fail because of one expectation: the new manager is supposed to be available almost anytime

A higher salary and title may no longer be enough to fill a management position. In a survey of more…

A team dependent on its manager is not autonomous. Performance starts to improve only when people hold one another accountable

If a manager has to remind people of every deadline, resolve every lapse and decide most disputed…

Before autumn pressure on results builds, managers should assess the team's actual condition after summer

Returning from holidays can tempt managers to announce end-of-year targets immediately. Yet teams…

Poor managers often emerge not from a lack of ability, but from flawed selection and preparation

An excellent specialist does not automatically become a good manager after promotion. Companies…

Annual performance reviews are giving way to continuous feedback tied to concrete next steps

A review in which an employee receives a summary verdict once a year has a fundamental weakness:…

If you want managers to innovate, you must also change goals, capacity, and how their performance is rewarded

Companies often ask managers to experiment while still evaluating them mainly on predictability,…

Four habits of good leaders: listen, protect focus, use technology well and demand performance

Artificial intelligence speeds up administration and information processing, but it does not solve…

Performance reviews should not surprise employees once a year; feedback must be part of normal work

An annual review often summarizes problems long after they could have been corrected easily. A more…