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PREMIUM AUTHOR'S PROFILE


Marnie E. Green
Principal Consultant

Premium Author Marnie E. Green

Chandler, Arizona, USA

Employer:

Personal Web site:

Memorable Quotes:

Development is not optional!

Brief biography:

Marnie Green’s goal, via her Management Education Group, is to guide organizational leaders through their workplace challenges. To accomplish this objective, her firm provides valuable step-by-step programs and facilitation services that create more effective leaders and team members. As a veteran human resource developer, she promises that participants will walk away from the programs she presents with practical ideas and skills.

Green is the author of Painless Performance Evaluations: A Practical Approach to Managing Day to Day Employee Performance, recently published by Pearson/Prentice Hall (2006).

Her clients include dozens of municipalities, counties, and government agencies of all types, including the U.S. Bureau of Land Management, the County of San Diego, and the cities of Las Vegas, NV and San Jose, CA. Marnie also served on an international team of trainers, course developers, and medical doctors to create a system-wide change program for the World Health Organization in Geneva, Switzerland and the Egyptian Ministry of Health. She continues to consult on an international basis, with clients on four continents.

Her accomplishments include establishing leadership development programs for the Best Run City in the World, Phoenix, Arizona, facilitating strategic planning and team building processes for successful, high growth entrepreneurial firms, and becoming a successful entrepreneur herself, serving clients across the globe. On a personal note, she recently reached the top of Africa’s highest peak, Mt. Kilimanjaro.

Marnie holds a bachelor’s degree in Personnel Management and a Master’s degree in Business Administration-Finance, both from Arizona State University. She is on the faculties of the University of Phoenix and the University of Phoenix Online, facilitating courses in Human Relations and Organizational Behavior, Human Resource Management, Public Speaking, and Legal Issues.

Active in several professional associations, Marnie is a member of the American Society for Training and Development, the Society for Human Resource Management and has served on the board of directors for the Arizona Chapter of the International Personnel Management Association. She is a frequent speaker at local, national, and international conferences on workforce-related issues including Leadership Development, Recruiting and Retaining Top Talent, The Future Workforce, and Performance Management.


ARTICLES BY MARNIE E. GREEN


When writing performance evaluations for your employees, soliciting the employee’s feedback before you begin writing can provide you with helpful and specific input.  Here some tips for obtaining and ...
Speak with your employees about upcoming performance evaluations. Don't miss the opportunity to communicate your expectations and discuss performance ratings. As a supervisor, you must help the employ...
Using the steps in the performance management cycle leads to higher levels of performance from employees.  The performance management process must be followed in order to have effective management. Ar...
Have you ever avoided a conversation with an employee about something because you were uncomfortable about bringing it up? Remember to use these tips next time you see an employee behavior that needs ...
Effective supervisors discuss employee performance in behavioral terms, rather than mentioning attitudes. Here are some examples of various behaviors and attitudes to be aware of.
Good performance starts with persistent performance management.  Try a few of these ideas to ensure that your employees are getting frequent and clear performance feedback.
Performance management must be a constant concern in order for employees to receive the feedback and tools they need to ensure high performance. Use these tips for making performance management a high...
Here are some ways to encourage communication and trust between you and your employees.
Maintaining complete and legally defensible performance documentation is the first step to performance evaluations. Use these examples to maintain appropriate employee files.
When an employee's performance is not meeting your expectations it must be addressed immediately.  Before discussing the employee's performance, ask yourself these few critical questions.
Use these tips to help develop goals and expectations that are supported and embraced by employees. Remember, goals and expectations should be set with employees and not for them.
Performance evaluations can often be difficult because supervisors fail to follow three basic rules.  Do you know the rules?
Employee recognition is an important part of performance management and communication.  Here are a few ways of providing employees with praise and positive feedback.
Discipline is a key factor in performance management.  Here are some guidelines that distinguish a disciplined manager.
A painless performance evaluation is defined by three concepts.  These practical steps can transform your organization into one where employees actually look forward to their evaluations.








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