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Explore the Entrepreneurship.org Resource Center to find resources. Designed with entrepreneurs in mind, our resource center allows you to find materials to grow great ideas.
Hiring smart people for a new company is not enough, says Kim Popovits of Genomic Health. Read more about what she thinks is important when growing a company.
People infected with HIV, whether or not they have AIDS symptoms, are protected in the workplace by federal and state laws concerning discrimination and disability. These guidelines for education, testing and accommodation policies can help entrepreneurs avoid problems.
The decision to terminate an employee can be both emotional and frustrating. If not handled properly, it can also result in expensive litigation. These days, wrongful termination lawsuits are not idle threats. According to a recent study conducted by Jury Verdict Research, recently fired executives who sued are winning often and winning big.
Owners of medical device startups who have certain traits may have more success than others. Here is a list of the successful medtech CEO's needed traits.
The toughest and most important job of an entrepreneur is to select the people to bring into his or her company. The author suggests a way to do this: listen for the electricity.
Entrepreneurs of a certain age need to accommodate the changes in attitude on the part of the younger generation or risk becoming dinosaurs, writes the author, who turned to entrepreneurship after a career in the U.S. Army and at a major corporation. Today's young people are technologically savvy, casual about dress and deportment, and forward about expecting to advance at a younger age, he says. He includes tips for adjusting one's management style to help -- rather than change -- the new generation.
In this audio podcast, Professor Bob Sutton discusses "breakthrough" ideas in his latest book about dealing with difficult and conflicting relationships in a work environment. Sutton describes strategies to deal with "jerks" in an organization, and he illustrates the application of his ideas by using real-world examples sourced from readers' email responses to his new book.
Compensating contract workers involves negotiating a rate that reflects skills and experience, paying in a timely manner, and possibly offering perks such as professional development, says the founder of a company that develops training manuals. A key is not to treat 1099 workers as employees, the author advises.
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