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	<title>workrelationships</title>
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		<title>Investing in Your Trust Fund:  How HR Professionals Establish Credible Relationships</title>
		<link>http://www.workrelationships.com/investing-in-your-trust-fund-how-hr-professionals-establish-credible-relationships/</link>
		<comments>http://www.workrelationships.com/investing-in-your-trust-fund-how-hr-professionals-establish-credible-relationships/#comments</comments>
		<pubDate>Fri, 07 May 2010 17:46:47 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[1]]></category>
		<category><![CDATA[credibility]]></category>
		<category><![CDATA[employee]]></category>
		<category><![CDATA[human resources]]></category>
		<category><![CDATA[loyalty]]></category>
		<category><![CDATA[trust]]></category>

		<guid isPermaLink="false">http://www.workrelationships.com/?p=676</guid>
		<description><![CDATA[You can write the best HR policies and procedures in the world, but it won't matter if employees don't trust you.  Here are 4 ways to invest emotionally in your managers and employees - and your career.]]></description>
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		<title>The Substance Abusing Employee</title>
		<link>http://www.workrelationships.com/the-substance-abusing-employee/</link>
		<comments>http://www.workrelationships.com/the-substance-abusing-employee/#comments</comments>
		<pubDate>Thu, 22 Apr 2010 19:31:13 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[1]]></category>
		<category><![CDATA[drug testing]]></category>
		<category><![CDATA[drunk employee]]></category>
		<category><![CDATA[substance abusing employee]]></category>
		<category><![CDATA[subtance abuse policy]]></category>
		<category><![CDATA[under the influence]]></category>

		<guid isPermaLink="false">http://www.workrelationships.com/?p=654</guid>
		<description><![CDATA[When you care about a substance abusing employee, it can be tempting to cover for him or her in the hope that s/he will see the light and get a grip on the addiction.  Here's why this strategy never works and can ultimately dirsupt the workplace and harm the problem employee.]]></description>
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		<title>How to Alienate Both Your Customers and Employees in a Single Swoop</title>
		<link>http://www.workrelationships.com/how-to-alienate-both-your-customers-and-employees-in-a-single-swoop/</link>
		<comments>http://www.workrelationships.com/how-to-alienate-both-your-customers-and-employees-in-a-single-swoop/#comments</comments>
		<pubDate>Tue, 13 Apr 2010 13:20:47 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[1]]></category>
		<category><![CDATA[abusive employees]]></category>
		<category><![CDATA[abusive managers]]></category>
		<category><![CDATA[customer service]]></category>
		<category><![CDATA[inappropriate workplace behavior]]></category>
		<category><![CDATA[rude behavior]]></category>

		<guid isPermaLink="false">http://www.workrelationships.com/?p=635</guid>
		<description><![CDATA[After conducting several studies of employee-employee incivility, USC authors Christine Porath, Debbie MacInnis and Valerie Folkes concluded a) consumers often witnesses employees being rude to one another and b) when they do, it creates a negative impression of the entire company even when the incivil employee is trying to help the customer resolve a service problem.]]></description>
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		<title>How to Counsel the Likeable but Poor Performer</title>
		<link>http://www.workrelationships.com/how-to-counsel-the-likeable-but-poor-performer/</link>
		<comments>http://www.workrelationships.com/how-to-counsel-the-likeable-but-poor-performer/#comments</comments>
		<pubDate>Mon, 29 Mar 2010 18:46:24 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[1]]></category>
		<category><![CDATA[employee discipline]]></category>
		<category><![CDATA[performance management]]></category>
		<category><![CDATA[poor performer]]></category>

		<guid isPermaLink="false">http://www.workrelationships.com/?p=628</guid>
		<description><![CDATA[It’s not the irritating, abrasive, or clueless poor performer that’s the most difficult for managers to confront.  It’s the likeable but incompetent employee. ]]></description>
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		<title>Nine Ways to Lose an Argument (Even if You’re Right)</title>
		<link>http://www.workrelationships.com/nine-ways-to-lose-an-argument-even-if-you%e2%80%99re-right/</link>
		<comments>http://www.workrelationships.com/nine-ways-to-lose-an-argument-even-if-you%e2%80%99re-right/#comments</comments>
		<pubDate>Thu, 25 Mar 2010 13:22:44 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[1]]></category>

		<guid isPermaLink="false">http://www.workrelationships.com/?p=619</guid>
		<description><![CDATA[f you’re uncomfortable with conflict, as many of us are, it can be hard to muster the courage to tackle a difficult topic.  This can result in a vicious cycle; our discomfort leads us to communicate in a way that guarantees we’ll fail, confirming our worst fears about interpersonal conflict.  We’ll talk about ways to resolve an argument in future posts; here’s a tongue-in-cheek look at ways to guarantee you won’t.]]></description>
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		<title>Coworker Conflicts:  Eight Rules for Fair Fighting (Even When You’re Mad)</title>
		<link>http://www.workrelationships.com/coworker-conflicts-eight-rules-for-fair-fighting-even-when-you%e2%80%99re-mad/</link>
		<comments>http://www.workrelationships.com/coworker-conflicts-eight-rules-for-fair-fighting-even-when-you%e2%80%99re-mad/#comments</comments>
		<pubDate>Sun, 21 Mar 2010 23:28:20 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[1]]></category>

		<guid isPermaLink="false">http://www.workrelationships.com/?p=612</guid>
		<description><![CDATA[The Chinese symbol for the word "conflict" is comprised of the characters for danger and opportunity, reflecting conflict’s dual ability to hurt relationships or, if handled bravely,  deepen it.  Handled poorly, conflict between two coworkers can wreak havoc on a team and infect the entire department.  Handled right, it can spark a greater understanding of how to meet the needs and wants of the people around us – and our own.]]></description>
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		<title>The Straw That Breaks the Camel’s Back: Workplace Violence, Theft and Other Forms of Revenge</title>
		<link>http://www.workrelationships.com/the-straw-that-breaks-the-camel%e2%80%99s-back-workplace-violence-theft-and-other-forms-of-revenge/</link>
		<comments>http://www.workrelationships.com/the-straw-that-breaks-the-camel%e2%80%99s-back-workplace-violence-theft-and-other-forms-of-revenge/#comments</comments>
		<pubDate>Thu, 11 Mar 2010 13:47:52 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://www.workrelationships.com/?p=485</guid>
		<description><![CDATA[Failing to provide critical information on a project.  Spreading malicious rumors about coworkers.  Destroying or stealing company equipment.  Giving classified product information to a competitor.
These are just a few of the ways I’ve seen employees retaliate toward a company for perceived injustices.  Plaintiffs don’t talk about what happened (I’m suing because I lost my job [...]]]></description>
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