| Introduction |
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1 | (1) |
| Who Should Read This Book |
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1 | (1) |
| What You'll Gain from This Book |
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2 | (1) |
| How This Book Is Organized |
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2 | (1) |
| Part I: Building the Framework |
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3 | (1) |
| Part II: The Right People in the Right Places |
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3 | (1) |
| Part III: Money Talk: How to Handle Compensation and Other Perks |
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3 | (1) |
| Part IV: Keeping Things Together |
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3 | (1) |
| Part V: The Part of Tens |
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4 | (1) |
| Icons Used in This Book |
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4 | (1) |
| Part I: Building the Framework |
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5 | (36) |
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7 | (10) |
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Scoping Out the HR Role in Today's World |
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8 | (3) |
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New Horizons: The Six Key HR Issues |
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11 | (6) |
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Managing the human side of change |
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11 | (1) |
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Alternating currents: Adapting to the changing nature of jobs |
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12 | (1) |
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Workforce diversity: Making it work |
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13 | (1) |
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Getting a grip on technology |
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13 | (1) |
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Rules and regulations (You don't have a choice) |
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14 | (1) |
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Easing the work/family conflict |
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15 | (2) |
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The Fundamentals: A Closer Look at the HR Function |
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17 | (10) |
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Hiring: Think ``Process'' |
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17 | (1) |
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Compensation and Benefits: Nothing Is Simple |
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18 | (2) |
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Organizational Development: It Never Stops |
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20 | (1) |
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Labor Relations: Keeping the Peace |
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20 | (1) |
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Making a Difference: How to Make the HR Function a Business Plus |
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21 | (1) |
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21 | (1) |
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21 | (1) |
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22 | (1) |
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Make quality hiring a priority |
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22 | (1) |
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Keep your ear to the ground |
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22 | (1) |
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22 | (1) |
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HR Software: Staying Ahead of the Curve |
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22 | (5) |
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Remember, it's a business decision |
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23 | (1) |
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Becoming an educated buyer |
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24 | (3) |
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Law and Order: Navigating the Legal Minefield of Hiring and Managing |
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27 | (14) |
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29 | (1) |
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29 | (1) |
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The Paper Chase: Complying with the Equal Employment Opportunity Commission (EEOC) |
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30 | (2) |
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The EEO family: A Closer Look |
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32 | (4) |
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32 | (1) |
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Title VII of the Civil Rights Act (1964) |
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33 | (1) |
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The Age Discrimination in Employment Act (ADEA) (1967) |
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33 | (1) |
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Rehabilitation Act (1973) |
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33 | (1) |
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Pregnancy Discrimination Act (1978) |
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34 | (1) |
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Immigration Reform and Control Act (1986, 1990, and 1996) |
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34 | (1) |
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Americans with Disabilities Act (ADA) (1990) |
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34 | (1) |
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Older Workers Benefit Protection Act (1990) |
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35 | (1) |
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Family and Medical Leave Act (1993) |
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35 | (1) |
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Sexual Harassment: It's Not a Joking Matter |
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36 | (3) |
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Sexual harassment: A working definition |
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36 | (1) |
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Guidelines for developing an effective sexual harassment policy |
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37 | (1) |
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Some court rulings on sexual harassment |
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38 | (1) |
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39 | (2) |
| Part II: The Right People in the Right Places |
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41 | (108) |
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People Smart: The New World of Recruiting and Hiring |
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43 | (12) |
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The New World of Hiring: A Bird's Eye View |
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44 | (1) |
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Strategic Staffing: The Best Way to Go |
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45 | (1) |
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The Six Key Hiring Trends for the Millennium and Beyond |
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46 | (4) |
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An end to corporate hierarchy: The ``flat'' organization |
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46 | (1) |
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Knowledge workers: Calling all techies |
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47 | (1) |
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Recruitment perks: Come work for us please! |
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47 | (1) |
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Foresight: Defining corporate culture |
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48 | (1) |
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Fair evaluation: The one, two, threes of employee testing |
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49 | (1) |
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EEOC compliance: Playing it safe |
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49 | (1) |
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Your Basic Hiring Strategy: A Quick Look at the Options |
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50 | (1) |
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Inner peace: Filling jobs from within the organization |
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50 | (1) |
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A fresh approach: Looking for staff outside the company |
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50 | (1) |
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Employee Classification: Yes, It Matters |
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51 | (4) |
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51 | (1) |
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Regular part-time employees |
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51 | (1) |
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Temporary workers and contract employees |
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52 | (1) |
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52 | (1) |
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53 | (1) |
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53 | (1) |
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54 | (1) |
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55 | (12) |
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Getting to the Core of What You Need |
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55 | (1) |
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Building Competency Models |
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56 | (4) |
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Developing your own competency models |
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57 | (1) |
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Developing an employee skills inventory |
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57 | (1) |
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Setting up the categories |
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58 | (1) |
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Gathering the information |
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59 | (1) |
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Testing your JFQ (job function quotient) |
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60 | (1) |
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The ABCs of Job Descriptions |
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60 | (4) |
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61 | (1) |
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62 | (1) |
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Don't confuse ``tasks'' with ``requirements'' and ``qualifications'' |
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63 | (1) |
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63 | (1) |
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Don't box yourself into a ``credentials'' corner |
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63 | (1) |
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Make sure that the job is doable |
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63 | (1) |
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64 | (1) |
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64 | (1) |
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HR Forecasting: Does It Make Sense in Your Company? |
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65 | (1) |
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66 | (1) |
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67 | (20) |
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Recruiting: More than Just a Numbers Game |
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67 | (1) |
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68 | (2) |
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Make recruitment an ongoing process |
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68 | (1) |
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69 | (1) |
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69 | (1) |
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Keep tabs on your progress |
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69 | (1) |
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70 | (1) |
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The Recruiting Horizon: Looking at the Options |
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70 | (3) |
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Inside story: Recruiting from within |
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70 | (1) |
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Keys to a successful internal hiring process |
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71 | (1) |
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All in the family: Employee referrals |
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71 | (1) |
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Classified ads: A mixed bag |
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72 | (1) |
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How To Write the Right Job Ad |
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73 | (1) |
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74 | (4) |
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75 | (1) |
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Should you or shouldn't you use recruiters? |
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76 | (1) |
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Finding the ``right'' recruiter |
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77 | (1) |
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Back to School: Recruiting on Campus |
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78 | (1) |
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Get to know the folks in the placement office |
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78 | (1) |
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Be prepared to ``sell'' your company |
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79 | (1) |
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79 | (1) |
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Other Recruiting Sources Worth Looking Into |
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79 | (3) |
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80 | (1) |
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Open houses: Our house is your house |
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81 | (1) |
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Professional associations and unions |
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81 | (1) |
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Direct applications (``walk-ins'') |
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82 | (1) |
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Government employment services |
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82 | (1) |
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Online Recruiting: Getting Maximum Mileage |
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82 | (5) |
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83 | (1) |
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Internet recruiting: What's out there |
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83 | (1) |
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84 | (1) |
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85 | (2) |
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87 | (14) |
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Job Applications: Are They Obsolete? |
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87 | (3) |
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Setting up the application |
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88 | (1) |
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Job application categories |
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89 | (1) |
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Using the application as a screening device |
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89 | (1) |
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Controlling the Flow: Setting Up a System for Screening |
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90 | (1) |
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Resume Roulette: How to Read ``Behind'' the Lines |
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91 | (4) |
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The basics of resume reading |
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92 | (1) |
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92 | (1) |
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92 | (1) |
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Reading between the lines |
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93 | (1) |
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93 | (2) |
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Testing: What Works and What's Legal? |
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95 | (5) |
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What's the right test for your situation? |
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95 | (1) |
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96 | (1) |
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96 | (4) |
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How to stay out of test trouble: A summary |
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100 | (1) |
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100 | (1) |
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One on One: Getting the Most Out of Interviewing |
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101 | (18) |
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102 | (1) |
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The Five Deadly Sins of Job Interviewing |
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103 | (1) |
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``We're too busy to take our time'' |
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103 | (1) |
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``I get bored if I do it the same way every time'' |
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103 | (1) |
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``The candidate was brilliant---he agreed with everything I had to say'' |
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103 | (1) |
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The halo effect: ``I loved his Armani suit'' |
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104 | (1) |
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``I taught Sigmund everything he knew'' |
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104 | (1) |
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104 | (1) |
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The Introduction: Warming Up |
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105 | (1) |
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106 | (6) |
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106 | (1) |
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Make every question count |
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106 | (1) |
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106 | (1) |
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107 | (1) |
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Give candidates ample time to respond |
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107 | (1) |
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107 | (1) |
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107 | (1) |
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Vary the style of questions |
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108 | (1) |
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A crash course in nondiscriminatory questioning |
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109 | (3) |
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Fifteen Solid Questions to Ask and How to Interpret the Answers |
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112 | (4) |
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End Game: Closing on the Right Note |
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116 | (1) |
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117 | (2) |
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The Home Stretch: Making the Final Decision |
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119 | (18) |
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Coming to Grips with the Basic Challenge |
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120 | (1) |
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121 | (2) |
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121 | (1) |
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122 | (1) |
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122 | (1) |
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Reference and other third-party observations |
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122 | (1) |
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123 | (1) |
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Selection Methods: You Need a ``System'' |
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123 | (4) |
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Setting up your own protocol |
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124 | (1) |
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Factoring in the intangibles |
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125 | (2) |
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127 | (2) |
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Anchor yourself to the hiring criteria |
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127 | (1) |
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128 | (1) |
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Cross-verify whenever possible |
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128 | (1) |
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Get help but avoid the ``too many cooks'' syndrome |
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128 | (1) |
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128 | (1) |
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Screen out irrelevant factors |
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129 | (1) |
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Beating the System: How to Check References |
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129 | (3) |
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Let the candidate know that you check references |
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129 | (1) |
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Make the applicant responsible |
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130 | (1) |
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Start the process during the interview |
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130 | (1) |
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130 | (1) |
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130 | (1) |
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131 | (1) |
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If all else fails, get professional help |
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131 | (1) |
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Making Offers They Can't Refuse |
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132 | (1) |
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132 | (1) |
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Put your offer on the table |
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132 | (1) |
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Set a reasonable acceptance deadline |
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132 | (1) |
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Clarify acceptance details |
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133 | (1) |
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133 | (1) |
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Wooing Reluctant Candidates |
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133 | (2) |
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135 | (2) |
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Getting Permanent Benefit from Temporary Staffing |
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137 | (12) |
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138 | (2) |
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139 | (1) |
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140 | (1) |
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Finding the Right Staffing Source |
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140 | (2) |
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Choosing the right staffing firm |
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140 | (1) |
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141 | (1) |
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Ask the placement manager to visit your business |
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141 | (1) |
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Getting the Most Out of Contingent Workers |
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142 | (4) |
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143 | (1) |
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143 | (1) |
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143 | (1) |
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143 | (1) |
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Create a friendly atmosphere |
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143 | (1) |
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Be explicit about the tasks |
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144 | (1) |
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Provide adequate supervision |
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144 | (1) |
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144 | (1) |
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144 | (1) |
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Provide evaluations at the end |
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145 | (1) |
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Contingent Workers: Avoiding Legal Hassles |
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146 | (1) |
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146 | (1) |
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147 | (1) |
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147 | (1) |
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147 | (2) |
| Part III: Money Talk: How to Handle Compensation and Other Perks |
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149 | (56) |
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Starting Off on the Right Foot |
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151 | (16) |
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Three Approaches to Orientation That You Never Want to Take |
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152 | (1) |
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152 | (1) |
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``Just follow Joe around'' |
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152 | (1) |
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Let's go to the videotape |
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153 | (1) |
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An Orientation on Employee Orientation |
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153 | (3) |
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154 | (1) |
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Give a clear sense of tasks and expectations |
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154 | (1) |
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Tell them what the company does |
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155 | (1) |
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Provide the ``rules of the road'' |
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155 | (1) |
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From the Outside Looking In: How Good is Your Current Program? |
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156 | (1) |
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Smoothing the Way: Good Ideas for Great Orientation Programs |
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156 | (4) |
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Make sure that the program has structure |
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157 | (1) |
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Integrate orientation with recruiting and interviewing |
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157 | (1) |
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Work out a practical schedule |
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157 | (1) |
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Hold large-group sessions in a suitable location |
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157 | (1) |
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Involve senior management |
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158 | (1) |
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Make group presentations user-friendly |
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158 | (1) |
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159 | (1) |
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159 | (1) |
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Policy and Procedures Manual: Yes, You Need One |
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160 | (3) |
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160 | (2) |
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162 | (1) |
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Mentoring: The Secret Ingredient to Successful Employee Orientation |
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163 | (2) |
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Mentors and supervisors: The Difference |
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164 | (1) |
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Keys to an effective mentoring program |
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164 | (1) |
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165 | (2) |
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Economics 101: Setting Up an Effective Wage Structure |
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167 | (18) |
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The Basic Language of Employee Compensation |
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168 | (1) |
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Setting the Foundation for an Effective Compensation System |
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169 | (9) |
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Getting a compensation philosophy |
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170 | (1) |
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Setting pay levels in your organization |
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170 | (2) |
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Determining what each job is ``worth'' |
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172 | (1) |
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Accounting for individuals |
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173 | (1) |
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Thinking about wage plans: Variations on a theme |
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174 | (4) |
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Exempt and Nonexempt: Why the Distinction Matters |
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178 | (2) |
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178 | (1) |
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The bottom line on overtime |
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179 | (1) |
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Other legal considerations |
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179 | (1) |
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Raises and Bonuses: How Much and What Are the Options? |
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180 | (3) |
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What's fair versus what works? |
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181 | (1) |
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Merit raises: What should you peg them to? |
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182 | (1) |
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183 | (1) |
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183 | (2) |
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Creating the Right Benefits Package |
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185 | (20) |
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186 | (1) |
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The Four Key Trends in Benefits Management |
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186 | (1) |
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The ``Big 3'': The Basics of Benefits Converage |
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187 | (3) |
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Social Security and Medicare |
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187 | (1) |
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188 | (1) |
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189 | (1) |
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A Healthy Approach to Health Insurance |
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190 | (3) |
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A look at the big picture |
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190 | (1) |
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A bird's eye view of the options |
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191 | (2) |
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Pensions, 401(k)s and Other Retirement Options |
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193 | (5) |
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194 | (2) |
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196 | (1) |
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196 | (1) |
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Stock options: Not just for top executives anymore |
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197 | (1) |
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ERISA and other legal issues |
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198 | (1) |
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198 | (4) |
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198 | (1) |
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199 | (1) |
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199 | (1) |
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200 | (1) |
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200 | (1) |
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201 | (1) |
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Five Ways to Make Your Life Easier |
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202 | (2) |
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202 | (1) |
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Get to know your programs cold |
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202 | (1) |
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Make benefits education a priority in your orientation program |
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203 | (1) |
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Monitor your program for problems and results |
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203 | (1) |
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Provide feedback and problem resolution procedures |
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203 | (1) |
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204 | (1) |
| Part IV: Keeping Things Together |
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205 | (86) |
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Creating an Employee-Friendly Work Environment |
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207 | (16) |
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People-Oriented Workplace: The Basics |
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208 | (3) |
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Employee well-being as a core value |
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208 | (1) |
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A reasonable commitment to job security |
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209 | (1) |
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``People-friendly'' facilities |
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209 | (1) |
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Sensitivity to work-family balance issues |
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209 | (1) |
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A high degree of employee autonomy |
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210 | (1) |
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210 | (1) |
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210 | (1) |
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Goodbye 9 to 5: The Emergence of New Work Arrangements |
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211 | (3) |
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Options for alternate work arrangements |
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212 | (1) |
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Making alternate arrangements work |
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213 | (1) |
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Pay attention to legal implications |
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214 | (1) |
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214 | (1) |
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Telecommuting: The Adult Version of Homework |
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214 | (4) |
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Identifying the prime candidates for telecommuting |
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215 | (1) |
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Dealing with sticky issues |
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216 | (2) |
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218 | (1) |
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218 | (2) |
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Be sensitive to extended periods of excessive workload |
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219 | (1) |
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Give employees more day-to-day job autonomy |
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219 | (1) |
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Sensitize managers and supervisors to the symptoms |
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220 | (1) |
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220 | (1) |
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Setting Up an Employee Assistance Program |
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220 | (2) |
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221 | (1) |
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222 | (1) |
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222 | (1) |
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Measuring Employee Performance |
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223 | (18) |
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Performance Appraisal: An Overview of the ``Process'' |
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224 | (1) |
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Deciding on a Performance Appraisal System |
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225 | (7) |
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Goal-setting, or management by objectives (MBO) |
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226 | (1) |
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227 | (1) |
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Critical incidents reporting |
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227 | (1) |
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228 | (1) |
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Behaviorally anchored rating scale (BARS) |
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229 | (1) |
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230 | (1) |
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230 | (2) |
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232 | (1) |
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Launching the Program in Your Company |
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232 | (4) |
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Enlist the support of senior management |
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232 | (1) |
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Give employees a say in establishing performance criteria |
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233 | (1) |
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Choose performance measures with care |
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233 | (1) |
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Develop a fair and practical tracking mechanism |
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233 | (1) |
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Devise a workable evaluation method |
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234 | (1) |
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234 | (1) |
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Develop a communication game plan |
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235 | (1) |
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Getting the Most Out of the Performance Appraisal Meeting |
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236 | (2) |
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Preparing for the meeting |
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236 | (1) |
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236 | (1) |
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237 | (1) |
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238 | (1) |
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238 | (3) |
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241 | (18) |
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The Changing Face to Training |
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241 | (2) |
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Needs Assessment: Where It All Starts |
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243 | (3) |
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Identifying training needs |
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243 | (2) |
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Tying training needs to strategic goals |
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245 | (1) |
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245 | (1) |
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Evaluating Training Options |
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246 | (3) |
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In-house classroom training |
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247 | (1) |
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247 | (1) |
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Off-the-shelf non-classroom training programs |
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248 | (1) |
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Executive education seminars |
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248 | (1) |
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Interactive distance learning |
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248 | (1) |
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249 | (2) |
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Receptivity level of students |
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249 | (1) |
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Applicability of subject matter |
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250 | (1) |
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The overall learning experience |
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250 | (1) |
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250 | (1) |
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Follow-up and reinforcement |
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250 | (1) |
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Creating a Learning Environment |
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251 | (1) |
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But Is It Working? How to Measure Results |
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252 | (2) |
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Initial employee reaction |
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253 | (1) |
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253 | (1) |
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Impact on job performance |
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253 | (1) |
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254 | (1) |
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Learning from Afar: The Growing Impact of Distance Learning |
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254 | (5) |
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Distance learning options |
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255 | (2) |
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257 | (2) |
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Encouraging Extraordinary Performance |
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259 | (14) |
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The Case for Employee Empowerment |
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260 | (4) |
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A process, not a flavor of the month |
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262 | (1) |
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262 | (1) |
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262 | (1) |
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262 | (2) |
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264 | (1) |
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Putting Team Power to Work |
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264 | (5) |
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265 | (1) |
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266 | (1) |
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266 | (1) |
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266 | (1) |
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267 | (1) |
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267 | (1) |
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Adopting appropriate reward mechanisms |
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268 | (1) |
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Eliminating organizational barriers |
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269 | (1) |
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Employee Recognition Programs |
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269 | (4) |
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Think it through carefully |
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270 | (1) |
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Make sure the recognition means something |
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270 | (1) |
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271 | (1) |
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271 | (1) |
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271 | (2) |
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Handling Difficult Situations |
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273 | (18) |
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Fleshing Out the Meaning of At-Will Employment |
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274 | (1) |
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275 | (1) |
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Developing Disciplinary Procedures |
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276 | (2) |
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278 | (1) |
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279 | (1) |
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Mediation: Let's agree to agree |
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280 | (1) |
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280 | (1) |
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Firing Employees: It's Never Easy |
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280 | (4) |
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The basics: Who and where |
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281 | (1) |
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281 | (1) |
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282 | (1) |
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282 | (1) |
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Post-termination protocol |
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283 | (1) |
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283 | (1) |
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Easing the Trauma of Layoffs |
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284 | (4) |
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View layoffs as a last resort |
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285 | (1) |
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285 | (1) |
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Think through the criteria |
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285 | (1) |
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286 | (1) |
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Hire outplacement specialists |
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286 | (1) |
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Take advantage of staffing services |
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286 | (2) |
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Address the concerns of those who remain |
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288 | (1) |
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Dealing with Workplace Violence |
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288 | (2) |
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290 | (1) |
| Part V: The Part of Tens |
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291 | (32) |
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Ten Keys to HR Success in the Coming Decade |
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293 | (6) |
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Adopt a Strategic Approach to Staffing |
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293 | (1) |
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Be Aggressive and Resourceful in Recruiting |
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294 | (1) |
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Seek to Create a Healthy, Dynamic Culture |
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294 | (1) |
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Get the Most Out of Contingent Staffing |
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295 | (1) |
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Take a Proactive Approach to Regulatory Compliance |
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295 | (1) |
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Make Work/Family Balance a Workplace Priority |
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295 | (1) |
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Put HR Technology to Sensible Use |
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296 | (1) |
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View Training as an Ongoing Investment and Not an Event-Related ``Expense'' |
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296 | (1) |
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Create a High-Performance Environment |
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296 | (1) |
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Handle Discipline and Dismissal Carefully |
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297 | (2) |
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Ten Ways to Increase Your Effectiveness as Your Company's HR Specialist |
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299 | (4) |
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Develop a Business Orientation to HR Initiatives |
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299 | (1) |
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Position Initiatives as Bottom-Line Benefits |
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300 | (1) |
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Develop a Marketing Mind-Set |
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300 | (1) |
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300 | (1) |
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Be Your Own Best Advertisement |
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301 | (1) |
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301 | (1) |
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Develop Your Communication Skills |
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301 | (1) |
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Avoid the ``Flavor of the Month'' Pitfall |
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302 | (1) |
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Choose Consultants with Care |
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302 | (1) |
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Be Sensitive to the Needs and Agendas of Line Mangers |
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302 | (1) |
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Ten Important Books That Should Be Part of Your HR Library |
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303 | (6) |
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303 | (1) |
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Competitive Advantage Through People |
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304 | (1) |
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The Fifth Discipline: The Art & Practice of the Learning Organization |
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304 | (1) |
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The Healthy Company: Eight Strategies to Develop People, Productivity, and Profits |
|
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305 | (1) |
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The 100 Best Companies to Work For in America |
|
|
305 | (1) |
|
The Human Resources Yearbook |
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|
306 | (1) |
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The Team Trainer: Winning Tools and Tactics for Successful Workouts |
|
|
306 | (1) |
|
Successful Manger's Handbook |
|
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307 | (1) |
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The 8 Practices of Exceptional Companies |
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307 | (1) |
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The High Cost of Low Morale |
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308 | (1) |
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Ten HR-Related Web Sites Worth Exploring |
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|
309 | (6) |
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309 | (1) |
|
Human Resources Law Index |
|
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310 | (1) |
|
U.S. Equal Employment Opportunity Commission (EEOC) |
|
|
310 | (1) |
|
Occupatinal Safety & Health Administration (OSHA) |
|
|
310 | (1) |
|
Americans with Disabilities (ADA) Act Document Center |
|
|
311 | (1) |
|
Bureau of Labor Statistics (BLS) |
|
|
311 | (1) |
|
Society for Human Resource Management (SHRM) |
|
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312 | (1) |
|
American Society for Training & Development (ASTD) |
|
|
312 | (1) |
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312 | (1) |
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313 | (2) |
|
Employment Law 101: The Ten Most Important HR-Related Laws |
|
|
315 | (4) |
|
Age Discrimination in Employment Act (ADEA) |
|
|
315 | (1) |
|
Americans with Disabilities Act (ADA) |
|
|
315 | (1) |
|
Civil Rights Act, Title VII |
|
|
316 | (1) |
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316 | (1) |
|
Consolidated Omnibus Budget Reconciliation Act (COBRA) |
|
|
316 | (1) |
|
Employee Retirement Income Security Act (ERISA) |
|
|
316 | (1) |
|
Fair Labor Standards Act (FLSA) |
|
|
316 | (1) |
|
Family and Medical Leave Act (FMLA) |
|
|
317 | (1) |
|
Federal Unemployment Tax Act (FUTA) |
|
|
317 | (1) |
|
Occupational Safety and Health Act (OSHA) |
|
|
317 | (2) |
|
Ten HR-Related Associations You Should Know About |
|
|
319 | (4) |
|
|
|
319 | (1) |
|
|
|
319 | (1) |
|
|
|
320 | (1) |
|
Employee Assistance Programs |
|
|
320 | (1) |
|
Equal Employment Opportunity |
|
|
320 | (1) |
|
|
|
320 | (1) |
|
|
|
321 | (1) |
|
|
|
321 | (1) |
|
Training and Workforce Development |
|
|
321 | (2) |
| Appendix: About the CD |
|
323 | (12) |
| Index |
|
335 | (19) |
| IDG Books Worldwide End-User License Agreement |
|
354 | (2) |
| Installation Instructions |
|
356 | |
| Book Registration Information |
|
Back of Book | |