As a small business owner, you wear many "different hats" from strategic planner to bookkeeper. However one area may owners aren't prepared for is managing people. Although employees allow you to get more work done, they create a whole new series of problems from hiring issues to worker's compensation. And there is no way to tell if the people you hire today are going to be a good fit for your company. At a certain point, you might find you need a crash course in handling difficult people.

Many conflicts can arise between small business owners and their workers. These problems can range from salary disagreements to performance problems. A conflict with one of your employees, for example, can cost you a valuable client because he or she is misrepresenting you and your company. On the other hand, one of your workers may have attendance issues or may refuse to perform certain necessary tasks.

Whatever the issue, difficult employees all have one thing in common. They will negatively impact your business. So as a business owner, you must accept the realities of handling difficult people. Here are a few tips that will help you deal with such individuals.

Handling difficult employees? Here's what you must do before they destroy your business.

The Rise of Executive Background Checks -

With the recent corporate scandals of Enron and WorldCom, the popularity and necessity of executive background checks has greatly increased. In order to protect themselves from potential disasters later on, many companies are now requiring extensive investigation on prospective executives to verify their employment and educational history as well as information regarding any past wrongdoings.

As with any other type of pre-employment background investigations, employers need to have the appropriate disclosures available. According to Federal law and the Fair Credit Reporting Act, applicants must sign and date specific disclosures regarding the various types of background checks employers desire. It is important to respect the privacy of potential employees while maintaining the company’s hiring standards.

Although executive-level background checks are becoming increasingly more popular, there may still be some hesitation as to how far to take them. Many high-level executives seem to think of their atmosphere as more of a society, or ‘country-club’ feel. They may not feel comfortable about performing checks on executives and in many cases, do not feel it is necessary. Human Resource managers in the executive level seem to also have some hesitations to conducting extensive background checks. Many of them feel as if their network of peers is enough to get the information they need and may neglect to further investigate a potential employee. The Wall Street Journal suggests that many top-level hiring managers may ignore the reference list provided by the would-be-executive to utilize their own connections in their past companies.

Whatever the reasoning behind conducting background checks, employers need to be aware of the Federal and State laws regarding such investigations. Most reputable investigation firms adhere strictly to these guidelines. Using one of the top firms can save headaches in the future while being sure that the information is fair, accurate and thorough. The employers themselves, however, can obtain some information. Educational references can be verified by contacting the academic institution, work and salary history can be obtained by contacting former employers, and character references can often be sought by contacting various people who know the prospective employee. Regardless of the method used, it is certainly in the company’s best interest to know who is working for them. In the case of top-level management, an executive background check is necessary and vital to the ongoing success of the establishment.

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Handling difficult employees? Here's what you must do before they destroy your business.

The Purpose of the Workman's Compensatory System

Workman's Comp is a benefit system that was established decades ago to safeguard workers in the event they became hurt on the job. Fundamentally, the system works like this: when a worker becomes injured, rather than sue their employer (which around the turn of the century was the only option available to an injured worker), an employee can file a claim that provides for the following:1. Protection of the worker's job (an employer cannot fire an employee simply because they are injured)2. Continuation of the worker's pay while the worker is injured.3. Payment of medical expenses (usually in. . .