>>Q: Before issuing company credit cards to my sales force, I'd like to address possible pitfalls. What should we do if we suspect that an employee uses the card for personal gain?

Practical and financial considerations usually lead to a management decision to use company credit cards, much like the decision to use company cars. But the ethical and legal problems that can arise with misuse are many.

For example, an employee who uses a company credit card to take family or friends out to eat might feel it's a just reward after a long run of hard work with no apparent recognition.

"That employee might feel like he deserves to take his girlfriend out to lunch and call her a client, because he's been working day and night for weeks on end," says executive strategy adviser Vince Crew, founder of Reach Development, based in Naples. "His employer needs to spell out, in advance, that no, it is not right.

"I always advise my clients to include something on policies and procedures during regular employee meetings. Pull out the employee handbook and address an issue that relates to credit card usage," he says.

To avoid credit card pitfalls, managers must monitor use constantly and be aware of irregularities as soon as they occur. When a violation is discovered, the employee must be confronted.

"You will need to decide whether this violation is something that can be worked out, or if the employee should be let go," says Crew. "It is possible that the employee just had a lapse in judgment. It is also possible that the employee is not working toward the good of your company and never will. If you have clear policies and procedures in place, you will be standing on firm ground no matter what you decide."

Q: I have a long-time employee who's great in his area of expertise, but he's a terrible manager. Should I demote him, or are there other options?

Time and again, human resources specialist Libby Anderson has seen the many ways that supervisors are set up to fail. Those who do their jobs well are usually promoted, but they aren't always suited to managing. Perhaps more than any other skilled profession, the supervisor's job usually comes without training, she points out.

"Without any training, how can they be expected to do well?" asks Anderson, president of EDA Human Resources Services in Naples. "This is a very important issue, because the determining factor in whether an employee will stay with a company or quit is often that person's relationship with a supervisor."

Of the many personnel issues a supervisor faces, one of the worst is when a person suddenly becomes the supervisor to someone he or she has worked next to for years, according to Anderson. Resentment can build when one person suddenly has to report to a peer.

"As in so many personnel issues, communication is key," she advises. "The supervisor has to set ground rules so that a fair exchange is possible.

"These things are so basic that everyone takes them for granted, which is why training is rarely provided."

Anderson suggests that companies require employees who are being promoted to supervisory positions to have some type of training, such as sessions or seminars taught by a human resources specialist. Florida Gulf Coast University offers a variety of professional development courses, and many national organizations offer seminars.

"Libraries are filled with great books that address the art of managing employees," she adds. "When I entered the human resources field 22 years ago I read every book I could get my hands on, and I highly recommend that avenue as well."

Keep in mind that if a supervisor has a problem, he needs to recognize it, Anderson cautions. If the supervisor can't agree that something is wrong, he or she will never see the need for improvement. Indications might come in the form of high employee turnover in a department, negative feedback in exit interviews, or maybe an issue revealed in a company-wide survey.

"Don't assume that everyone is born to manage," says Anderson. "There will always be people who do not want to supervise. With training up front, however, a person is more likely to approach the new career path with confidence and view the promotion as an opportunity."