Human Resources Kit For Dummies®

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Edition: CD
Format: Paperback
Pub. Date: 1999-03-01
Publisher(s): For Dummies
List Price: $32.09

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Summary

Human Resources Kit For Dummies offers a wealth of practical information, insights, and tools to help align an organization's human resources practices and policies with its overall business objectives. It provides detailed guidelines on how to set up and implement successful HR practices, as well as actual tools you can use right now - forms, templates, Web site links, and much more.Whether you're a small business owner or a HR professional, you'll appreciate this up-to-date guide to the most common HR functions, including hiring, benefits administration, performance evaluation, and training. If you want to create an employee-friendly workplace or find new ways to compensate your top people, Human Resources Kit For Dummies gives you the information you need to: Develop a recruiting strategy Find great staffing sources Create the right benefits packages Make offers candidates accept Outsource and use temporary help Keep current on employment laws This helpful guide will help you get the maximum mileage out of job fairs and online recruiting, create effective wage structures, dole out kudos and discipline - and keep it all legal! You'll get an overview of key issues impacting HR administration, and understand how the process works, from staffing to benefits. You'll understand the changing needs and demands of both the marketplace and your employees, discover new motivational techniques, and develop wages and benefits packages that keep you competitive. You'll find expert advice on every aspect of HR, including: Anti-discrimination legislation Developing a "flat" organization Recruiting on campus How to read a resume Interviewing prospective employees Wooing reluctant candidates Using temporary employees Measuring employee performance Firing or laying off employees Designing training and development plans The book also includes a CD-ROM packed with vital forms and contracts, from job application forms and sample employee policies to performance appraisals and benefit plan worksheets. For small business owners or HR professionals who need a helpful reference to the kinds of issues companies deal with daily, Human Resources Kit For Dummies is the friendly guide that makes HR simple and easy.

Author Biography

As chairman and CEO of Robert Half International Inc. (RHI), the world's largest specialized staffing firm, Harold M. "Max" Messmer Jr. is one of the foremost experts on human resources and employment issues. His entire business is built on the premise that the success of any company is based on the extent to which attracting and keeping outstanding talent is a top priority. Messmer has written several critically acclaimed books, including Job Hunting For Dummies (Wiley Publishing, Inc., 1995, 1999), The Fast Forward MBA in Hiring (John Wiley and Sons, Inc., 1998), 50 Ways to Get Hired (William Morrow and Co., Inc., 1994), and Staffing Europe (Acropolis Books Ltd., 1991). Messmer's expertise has been featured in major business publications such as Fortune, Forbes, and The Wall Street Journal, and he has also written hundreds of bylined articles and columns on job seeking, employment, and management topics. Robert Half International (NYSE symbol: RHI), a Fortune 1000 firm, ranked in the top 1 percent of all firms actively traded on the New York Stock Exchange, based on returns to investors for the five-year period ending 12/31/98. Messmer's company is the only staffing firm included in this top ranking. RHI was also one of only 31 companies to be included on The Wall Street Journal's 1998 "Honor Roll" for its stock market returns to investors for the previous one-, three-, five- and ten-year periods ending 12/31/97, and was recently included in Fortune magazine's list of "America's Greatest Wealth Creators" and in Forbes' "Platinum List" for exceptional investor returns and growth among business services firms. Founded in 1948, the company's specialized temporary, project, and full-time staffing services include Accountemps, Robert Half, and RHI Management Resources, for accounting and finance; RHI Consulting, for information technology; OfficeTeam, for highly skilled office support; and The Affiliates, for legal staffing. The company serves its clients and candidates through more than 230 offices worldwide and through online job search services at its divisional Web sites, all of which can all be accessed at www.rhii.com. Messmer has been ranked by Chief Executive magazine among the Top 100 CEOs in the nation for the past four consecutive years. He is a member of the board of directors of a number of major corporations, including Airborne Freight Corporation, Health Care Property Investors, Inc., and Spieker Properties, Inc. Previously, Messmer served on the boards of First Interstate Bancorp, NationsBank (of North Carolina), Pacific Enterprises, and Southern California Gas Company, among others. During the Reagan administration, he served on the President's Advisory Committee on Trade Negotiations. Messmer was valedictorian of his graduating class at Loyola University, and also graduated cum laude from the New York University School of Law. For expert advice on the legal issues currently impacting HR, Human Resources Kit For Dummies incorporates the sage counsel of O'Melveny and Myers LLP, one of the world's largest and most preeminent law firms and a leading specialist on employee benefits law. The Los Angeles-based firm was founded in 1885 and today has offices throughout the United States and abroad. Its primary practice areas include Labor and Employment; Corporations; Trade and International Law, Litigation; Entertainment/Media/Internet and Intellectual Property; Real Estate, Environmental and Natural Resources; and Tax and Bankruptcy. Of particular value were the contributions of one of the firm's senior partners, Scott Dunham, a top employment law expert.

Table of Contents

Introduction 1(1)
Who Should Read This Book 1(1)
What You'll Gain from This Book 2(1)
How This Book Is Organized 2(1)
Part I: Building the Framework 3(1)
Part II: The Right People in the Right Places 3(1)
Part III: Money Talk: How to Handle Compensation and Other Perks 3(1)
Part IV: Keeping Things Together 3(1)
Part V: The Part of Tens 4(1)
Icons Used in This Book 4(1)
Part I: Building the Framework 5(36)
The Big Picture
7(10)
Scoping Out the HR Role in Today's World
8(3)
New Horizons: The Six Key HR Issues
11(6)
Managing the human side of change
11(1)
Alternating currents: Adapting to the changing nature of jobs
12(1)
Workforce diversity: Making it work
13(1)
Getting a grip on technology
13(1)
Rules and regulations (You don't have a choice)
14(1)
Easing the work/family conflict
15(2)
The Fundamentals: A Closer Look at the HR Function
17(10)
Hiring: Think ``Process''
17(1)
Compensation and Benefits: Nothing Is Simple
18(2)
Organizational Development: It Never Stops
20(1)
Labor Relations: Keeping the Peace
20(1)
Making a Difference: How to Make the HR Function a Business Plus
21(1)
Become business savvy
21(1)
Don't ignore the basics
21(1)
Become process oriented
22(1)
Make quality hiring a priority
22(1)
Keep your ear to the ground
22(1)
Stay current
22(1)
HR Software: Staying Ahead of the Curve
22(5)
Remember, it's a business decision
23(1)
Becoming an educated buyer
24(3)
Law and Order: Navigating the Legal Minefield of Hiring and Managing
27(14)
Discrimination
29(1)
Disparate Impact
29(1)
The Paper Chase: Complying with the Equal Employment Opportunity Commission (EEOC)
30(2)
The EEO family: A Closer Look
32(4)
Equal Pay Act (1963)
32(1)
Title VII of the Civil Rights Act (1964)
33(1)
The Age Discrimination in Employment Act (ADEA) (1967)
33(1)
Rehabilitation Act (1973)
33(1)
Pregnancy Discrimination Act (1978)
34(1)
Immigration Reform and Control Act (1986, 1990, and 1996)
34(1)
Americans with Disabilities Act (ADA) (1990)
34(1)
Older Workers Benefit Protection Act (1990)
35(1)
Family and Medical Leave Act (1993)
35(1)
Sexual Harassment: It's Not a Joking Matter
36(3)
Sexual harassment: A working definition
36(1)
Guidelines for developing an effective sexual harassment policy
37(1)
Some court rulings on sexual harassment
38(1)
Forms on the CD
39(2)
Part II: The Right People in the Right Places 41(108)
People Smart: The New World of Recruiting and Hiring
43(12)
The New World of Hiring: A Bird's Eye View
44(1)
Strategic Staffing: The Best Way to Go
45(1)
The Six Key Hiring Trends for the Millennium and Beyond
46(4)
An end to corporate hierarchy: The ``flat'' organization
46(1)
Knowledge workers: Calling all techies
47(1)
Recruitment perks: Come work for us please!
47(1)
Foresight: Defining corporate culture
48(1)
Fair evaluation: The one, two, threes of employee testing
49(1)
EEOC compliance: Playing it safe
49(1)
Your Basic Hiring Strategy: A Quick Look at the Options
50(1)
Inner peace: Filling jobs from within the organization
50(1)
A fresh approach: Looking for staff outside the company
50(1)
Employee Classification: Yes, It Matters
51(4)
Full-time employees
51(1)
Regular part-time employees
51(1)
Temporary workers and contract employees
52(1)
Independent contractors
52(1)
Leased workers
53(1)
Outsourcing
53(1)
A final note
54(1)
Figuring Our Your Needs
55(12)
Getting to the Core of What You Need
55(1)
Building Competency Models
56(4)
Developing your own competency models
57(1)
Developing an employee skills inventory
57(1)
Setting up the categories
58(1)
Gathering the information
59(1)
Testing your JFQ (job function quotient)
60(1)
The ABCs of Job Descriptions
60(4)
Sample job description
61(1)
Look ahead, not behind
62(1)
Don't confuse ``tasks'' with ``requirements'' and ``qualifications''
63(1)
Set priorities
63(1)
Don't box yourself into a ``credentials'' corner
63(1)
Make sure that the job is doable
63(1)
Be specific
64(1)
What's in a Job Title?
64(1)
HR Forecasting: Does It Make Sense in Your Company?
65(1)
Forms on the CD
66(1)
Resourceful Recruiting
67(20)
Recruiting: More than Just a Numbers Game
67(1)
Getting Started
68(2)
Make recruitment an ongoing process
68(1)
Create a strategy
69(1)
Be systematic
69(1)
Keep tabs on your progress
69(1)
Be flexible
70(1)
The Recruiting Horizon: Looking at the Options
70(3)
Inside story: Recruiting from within
70(1)
Keys to a successful internal hiring process
71(1)
All in the family: Employee referrals
71(1)
Classified ads: A mixed bag
72(1)
How To Write the Right Job Ad
73(1)
Using Recruiters
74(4)
Who does what?
75(1)
Should you or shouldn't you use recruiters?
76(1)
Finding the ``right'' recruiter
77(1)
Back to School: Recruiting on Campus
78(1)
Get to know the folks in the placement office
78(1)
Be prepared to ``sell'' your company
79(1)
Speak ``their'' language
79(1)
Other Recruiting Sources Worth Looking Into
79(3)
Job fairs
80(1)
Open houses: Our house is your house
81(1)
Professional associations and unions
81(1)
Direct applications (``walk-ins'')
82(1)
Government employment services
82(1)
Online Recruiting: Getting Maximum Mileage
82(5)
But is it right for you?
83(1)
Internet recruiting: What's out there
83(1)
Job sites on the Web
84(1)
Nine WWW job sites
85(2)
Narrowing Down the Field
87(14)
Job Applications: Are They Obsolete?
87(3)
Setting up the application
88(1)
Job application categories
89(1)
Using the application as a screening device
89(1)
Controlling the Flow: Setting Up a System for Screening
90(1)
Resume Roulette: How to Read ``Behind'' the Lines
91(4)
The basics of resume reading
92(1)
Before you start
92(1)
Yes, you need a system
92(1)
Reading between the lines
93(1)
Red flags
93(2)
Testing: What Works and What's Legal?
95(5)
What's the right test for your situation?
95(1)
Where to find tests
96(1)
What's what
96(4)
How to stay out of test trouble: A summary
100(1)
Forms on the CD
100(1)
One on One: Getting the Most Out of Interviewing
101(18)
Interviewing: The Basics
102(1)
The Five Deadly Sins of Job Interviewing
103(1)
``We're too busy to take our time''
103(1)
``I get bored if I do it the same way every time''
103(1)
``The candidate was brilliant---he agreed with everything I had to say''
103(1)
The halo effect: ``I loved his Armani suit''
104(1)
``I taught Sigmund everything he knew''
104(1)
Setting the Stage
104(1)
The Introduction: Warming Up
105(1)
Q & A: Mastering the Art
106(6)
Have a focus
106(1)
Make every question count
106(1)
Pay attention
106(1)
Don't hesitate to probe
107(1)
Give candidates ample time to respond
107(1)
Suspend judgments
107(1)
Take notes
107(1)
Vary the style of questions
108(1)
A crash course in nondiscriminatory questioning
109(3)
Fifteen Solid Questions to Ask and How to Interpret the Answers
112(4)
End Game: Closing on the Right Note
116(1)
Forms on the CD
117(2)
The Home Stretch: Making the Final Decision
119(18)
Coming to Grips with the Basic Challenge
120(1)
``Tools'' of the Trade
121(2)
Past experience
121(1)
Interview impressions
122(1)
Test results
122(1)
Reference and other third-party observations
122(1)
First-hand observation
123(1)
Selection Methods: You Need a ``System''
123(4)
Setting up your own protocol
124(1)
Factoring in the intangibles
125(2)
Doing Things Right
127(2)
Anchor yourself to the hiring criteria
127(1)
Take your time
128(1)
Cross-verify whenever possible
128(1)
Get help but avoid the ``too many cooks'' syndrome
128(1)
Don't force the issue
128(1)
Screen out irrelevant factors
129(1)
Beating the System: How to Check References
129(3)
Let the candidate know that you check references
129(1)
Make the applicant responsible
130(1)
Start the process during the interview
130(1)
Ask the right people
130(1)
Use your own network
130(1)
Use public sources
131(1)
If all else fails, get professional help
131(1)
Making Offers They Can't Refuse
132(1)
Don't delay
132(1)
Put your offer on the table
132(1)
Set a reasonable acceptance deadline
132(1)
Clarify acceptance details
133(1)
Stay in touch
133(1)
Wooing Reluctant Candidates
133(2)
Forms on the CD
135(2)
Getting Permanent Benefit from Temporary Staffing
137(12)
Making the Basic Choice
138(2)
What's your situation?
139(1)
Coming to a decision
140(1)
Finding the Right Staffing Source
140(2)
Choosing the right staffing firm
140(1)
How to check things out
141(1)
Ask the placement manager to visit your business
141(1)
Getting the Most Out of Contingent Workers
142(4)
Get the workplace ready
143(1)
Make safety a priority
143(1)
Brief your staff
143(1)
Set up a plan
143(1)
Create a friendly atmosphere
143(1)
Be explicit about the tasks
144(1)
Provide adequate supervision
144(1)
Intervene early
144(1)
Don't settle
144(1)
Provide evaluations at the end
145(1)
Contingent Workers: Avoiding Legal Hassles
146(1)
Classification
146(1)
Equal coverage
147(1)
Workplace injuries
147(1)
Form on the CD
147(2)
Part III: Money Talk: How to Handle Compensation and Other Perks 149(56)
Starting Off on the Right Foot
151(16)
Three Approaches to Orientation That You Never Want to Take
152(1)
Orientation by osmosis
152(1)
``Just follow Joe around''
152(1)
Let's go to the videotape
153(1)
An Orientation on Employee Orientation
153(3)
Ease their anxieties
154(1)
Give a clear sense of tasks and expectations
154(1)
Tell them what the company does
155(1)
Provide the ``rules of the road''
155(1)
From the Outside Looking In: How Good is Your Current Program?
156(1)
Smoothing the Way: Good Ideas for Great Orientation Programs
156(4)
Make sure that the program has structure
157(1)
Integrate orientation with recruiting and interviewing
157(1)
Work out a practical schedule
157(1)
Hold large-group sessions in a suitable location
157(1)
Involve senior management
158(1)
Make group presentations user-friendly
158(1)
Create a written agenda
159(1)
Develop a checklist
159(1)
Policy and Procedures Manual: Yes, You Need One
160(3)
Some basic guidelines
160(2)
What should you include?
162(1)
Mentoring: The Secret Ingredient to Successful Employee Orientation
163(2)
Mentors and supervisors: The Difference
164(1)
Keys to an effective mentoring program
164(1)
Forms on the CD
165(2)
Economics 101: Setting Up an Effective Wage Structure
167(18)
The Basic Language of Employee Compensation
168(1)
Setting the Foundation for an Effective Compensation System
169(9)
Getting a compensation philosophy
170(1)
Setting pay levels in your organization
170(2)
Determining what each job is ``worth''
172(1)
Accounting for individuals
173(1)
Thinking about wage plans: Variations on a theme
174(4)
Exempt and Nonexempt: Why the Distinction Matters
178(2)
Who's exempt and Why?
178(1)
The bottom line on overtime
179(1)
Other legal considerations
179(1)
Raises and Bonuses: How Much and What Are the Options?
180(3)
What's fair versus what works?
181(1)
Merit raises: What should you peg them to?
182(1)
Boning up on bonuses
183(1)
Final Thoughts
183(2)
Creating the Right Benefits Package
185(20)
What's a Benefit Anyway?
186(1)
The Four Key Trends in Benefits Management
186(1)
The ``Big 3'': The Basics of Benefits Converage
187(3)
Social Security and Medicare
187(1)
Unemployment insurance
188(1)
Workers' compensation
189(1)
A Healthy Approach to Health Insurance
190(3)
A look at the big picture
190(1)
A bird's eye view of the options
191(2)
Pensions, 401(k)s and Other Retirement Options
193(5)
A pension primer
194(2)
Unfunded plans
196(1)
Profit-sharing plans
196(1)
Stock options: Not just for top executives anymore
197(1)
ERISA and other legal issues
198(1)
The Benefits Smorgasbord
198(4)
Dental insurance
198(1)
Vision care
199(1)
Child-care assistance
199(1)
Time off
200(1)
Leaves of absence
200(1)
Sick days
201(1)
Five Ways to Make Your Life Easier
202(2)
Listen to your employees
202(1)
Get to know your programs cold
202(1)
Make benefits education a priority in your orientation program
203(1)
Monitor your program for problems and results
203(1)
Provide feedback and problem resolution procedures
203(1)
Forms on the CD
204(1)
Part IV: Keeping Things Together 205(86)
Creating an Employee-Friendly Work Environment
207(16)
People-Oriented Workplace: The Basics
208(3)
Employee well-being as a core value
208(1)
A reasonable commitment to job security
209(1)
``People-friendly'' facilities
209(1)
Sensitivity to work-family balance issues
209(1)
A high degree of employee autonomy
210(1)
Open communication
210(1)
A sense of ``ownership''
210(1)
Goodbye 9 to 5: The Emergence of New Work Arrangements
211(3)
Options for alternate work arrangements
212(1)
Making alternate arrangements work
213(1)
Pay attention to legal implications
214(1)
Get managerial buy-in
214(1)
Telecommuting: The Adult Version of Homework
214(4)
Identifying the prime candidates for telecommuting
215(1)
Dealing with sticky issues
216(2)
Setting up an agreement
218(1)
Avoiding Burnout
218(2)
Be sensitive to extended periods of excessive workload
219(1)
Give employees more day-to-day job autonomy
219(1)
Sensitize managers and supervisors to the symptoms
220(1)
Provide help
220(1)
Setting Up an Employee Assistance Program
220(2)
Finding an EAP provider
221(1)
Company Morale
222(1)
Form on the CD
222(1)
Measuring Employee Performance
223(18)
Performance Appraisal: An Overview of the ``Process''
224(1)
Deciding on a Performance Appraisal System
225(7)
Goal-setting, or management by objectives (MBO)
226(1)
Essay appraisals
227(1)
Critical incidents reporting
227(1)
Job rating checklist
228(1)
Behaviorally anchored rating scale (BARS)
229(1)
Forced choice
230(1)
Ranking methods
230(2)
Multi-rater assessments
232(1)
Launching the Program in Your Company
232(4)
Enlist the support of senior management
232(1)
Give employees a say in establishing performance criteria
233(1)
Choose performance measures with care
233(1)
Develop a fair and practical tracking mechanism
233(1)
Devise a workable evaluation method
234(1)
Keep it simple
234(1)
Develop a communication game plan
235(1)
Getting the Most Out of the Performance Appraisal Meeting
236(2)
Preparing for the meeting
236(1)
Conducting the session
236(1)
Giving negative feedback
237(1)
Preparing for the worst
238(1)
Forms on the CD
238(3)
Training and Development
241(18)
The Changing Face to Training
241(2)
Needs Assessment: Where It All Starts
243(3)
Identifying training needs
243(2)
Tying training needs to strategic goals
245(1)
To train or not to train
245(1)
Evaluating Training Options
246(3)
In-house classroom training
247(1)
Public seminars
247(1)
Off-the-shelf non-classroom training programs
248(1)
Executive education seminars
248(1)
Interactive distance learning
248(1)
Deciding on a Program
249(2)
Receptivity level of students
249(1)
Applicability of subject matter
250(1)
The overall learning experience
250(1)
Quality of instructor
250(1)
Follow-up and reinforcement
250(1)
Creating a Learning Environment
251(1)
But Is It Working? How to Measure Results
252(2)
Initial employee reaction
253(1)
Impact on learning
253(1)
Impact on job performance
253(1)
Cost/benefit analysis
254(1)
Learning from Afar: The Growing Impact of Distance Learning
254(5)
Distance learning options
255(2)
A word of caution
257(2)
Encouraging Extraordinary Performance
259(14)
The Case for Employee Empowerment
260(4)
A process, not a flavor of the month
262(1)
Flattening the pyramid
262(1)
Training and support
262(1)
Sharing information
262(2)
Rewarding initiative
264(1)
Putting Team Power to Work
264(5)
Task appropriateness
265(1)
Shared vision
266(1)
Strategic focus
266(1)
Role clarity
266(1)
Individual motivation
267(1)
Resolving conflicts
267(1)
Adopting appropriate reward mechanisms
268(1)
Eliminating organizational barriers
269(1)
Employee Recognition Programs
269(4)
Think it through carefully
270(1)
Make sure the recognition means something
270(1)
Spread the wealth
271(1)
Communicate the criteria
271(1)
Spread the news
271(2)
Handling Difficult Situations
273(18)
Fleshing Out the Meaning of At-Will Employment
274(1)
Staying Out of Court
275(1)
Developing Disciplinary Procedures
276(2)
Defusing Grievances
278(1)
Settling Disputes
279(1)
Mediation: Let's agree to agree
280(1)
Arbitration
280(1)
Firing Employees: It's Never Easy
280(4)
The basics: Who and where
281(1)
Preparation
281(1)
Delivering the news
282(1)
Spelling out the reasons
282(1)
Post-termination protocol
283(1)
A waiver of rights
283(1)
Easing the Trauma of Layoffs
284(4)
View layoffs as a last resort
285(1)
Know the law
285(1)
Think through the criteria
285(1)
Ease the burden
286(1)
Hire outplacement specialists
286(1)
Take advantage of staffing services
286(2)
Address the concerns of those who remain
288(1)
Dealing with Workplace Violence
288(2)
Forms on the CD
290(1)
Part V: The Part of Tens 291(32)
Ten Keys to HR Success in the Coming Decade
293(6)
Adopt a Strategic Approach to Staffing
293(1)
Be Aggressive and Resourceful in Recruiting
294(1)
Seek to Create a Healthy, Dynamic Culture
294(1)
Get the Most Out of Contingent Staffing
295(1)
Take a Proactive Approach to Regulatory Compliance
295(1)
Make Work/Family Balance a Workplace Priority
295(1)
Put HR Technology to Sensible Use
296(1)
View Training as an Ongoing Investment and Not an Event-Related ``Expense''
296(1)
Create a High-Performance Environment
296(1)
Handle Discipline and Dismissal Carefully
297(2)
Ten Ways to Increase Your Effectiveness as Your Company's HR Specialist
299(4)
Develop a Business Orientation to HR Initiatives
299(1)
Position Initiatives as Bottom-Line Benefits
300(1)
Develop a Marketing Mind-Set
300(1)
Share Your Expertise
300(1)
Be Your Own Best Advertisement
301(1)
Stay on the Leading Edge
301(1)
Develop Your Communication Skills
301(1)
Avoid the ``Flavor of the Month'' Pitfall
302(1)
Choose Consultants with Care
302(1)
Be Sensitive to the Needs and Agendas of Line Mangers
302(1)
Ten Important Books That Should Be Part of Your HR Library
303(6)
Beyond Workplace 2000
303(1)
Competitive Advantage Through People
304(1)
The Fifth Discipline: The Art & Practice of the Learning Organization
304(1)
The Healthy Company: Eight Strategies to Develop People, Productivity, and Profits
305(1)
The 100 Best Companies to Work For in America
305(1)
The Human Resources Yearbook
306(1)
The Team Trainer: Winning Tools and Tactics for Successful Workouts
306(1)
Successful Manger's Handbook
307(1)
The 8 Practices of Exceptional Companies
307(1)
The High Cost of Low Morale
308(1)
Ten HR-Related Web Sites Worth Exploring
309(6)
The ELAWS Advisor
309(1)
Human Resources Law Index
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)
312(1)
American Society for Training & Development (ASTD)
312(1)
Workforce Online
312(1)
Electric Library
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)
Civil Rights Act of 1991
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)
Benefits
319(1)
Compensation
319(1)
Contingent Workers
320(1)
Employee Assistance Programs
320(1)
Equal Employment Opportunity
320(1)
General HR Management
320(1)
General Management
321(1)
Information Technology
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
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