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• Cover
• Introduction
• About This Book
• Foolish Assumptions
• Icons Used In This Book
• Beyond The Book
• Where To Go From Here
• Part I: Getting Started with HR
• Chapter 1: Getting into the Business of People
• Becoming an Employer
• Managing People, Pay and Rations
• Growing People as Your Business Grows
• Losing People without Losing Business, Money or Face
• Chapter 2: Recruiting Your First People
• Knowing Your Business Model and Business Plan
• Assessing What Skills and Experience Your Business Needs
• Attracting the Right People
• Dealing with the Candidates
• Selecting the Right People
• Making a Job Offer
• Chapter 3: Working Together
• Getting The Practicalities Right
• Setting the Culture and Values of Your Business
• Managing People
• Chapter 4: Managing Your Pay and Benefits
• Understanding Reward Management
• Working with the Minimum Wage
• Living with the Living Wage
• Accounting for Pension Provision
• Coughing Up SSP and Other Medical Payments
• Claiming Financial Help with Statutory Payments
• Exploring Different Approaches to Pay
• Understanding Benefits
• Saying Thank You Goes a Long Way
• Chapter 5: Parting Company
• Keeping the Right People in Your Business
• Firing People Fairly
• Getting It Right: Best Practice for Employee Dismissal
• Calculating the Cost of Getting It Wrong
• Part II: Maturing in Business: Moving from Managing People to Good HR Practice
• Chapter 6: Setting the Ground Rules
• Writing Your Own Rules
• Managing Employee Absence
• Writing the Policies Your Business Needs
• Enforcing the Rules
• Chapter 7: Keeping Things Fair
• Knowing Your Employees’ Rights
• Playing Fair At Work
• Following Procedure
• Chapter 8: Managing and Rewarding Performance
• Performance Management: What It Is and Why It Matters
• Conducting a Performance Review
• Linking Performance and Reward
• Chapter 9: Creating a Great Team
• Exploring Models for Describing Teams
• Practising the Art of Communication
• Leading a Great Team
• Chapter 10: Setting Up HR in Your Business
• Recognising When You Can’t Do it All Yourself
• Letting Your Managers Know What They Have to Do
• Record Keeping and Protecting Confidentiality
• Letting Go of the Reins
• Linking HR and Payroll
• Avoiding the Pitfalls of Outsourcing HR and Payroll
• Part III: Growing People and Teams
• Chapter 11: Leading Your Growing Business
• Making the Transition from Entrepreneur to Leader
• Getting the Right People on the Bus
• Understanding That Leadership Is a Lonely Place
• Believing That People Really Are Your Most Important Asset
• Chapter 12: Getting the Structure Right
• Joining Up Your Business Plans and Your People Plans
• Building in Flexibility
• Creating Space for Growth
• Chapter 13: Training and Developing Your People
• Investing in the Future of Your Business
• Developing the Skills and Knowledge for the Future of Your Business
• Coaching and Mentoring
• Growing Your Own Managers
• Part IV: HR and the Law
• Chapter 14: Hiring People
• Attracting People to Work for Your Business
• Selecting People
• Making a Job Offer
• Chapter 15: Managing People
• Keeping Them Keen
• Choosing Carrots or Sticks
• Communicating with Your Employees
• Consulting Your Employees
• Hearing the ‘Employee Voice’
• Chapter 16: Managing Pay, Benefits and Taxes
• Designing Incentive Schemes
• Developing Approaches to Pay Management
• Establishing Whether All Jobs Are Equal: Job Evaluation
• Deciding What Benefits You Should Provide
• Working into Our Old Age: Pension Schemes
• Chapter 17: Parting with People
• Building a Case
• Managing Redundancy
• Avoiding an Employment Tribunal
• Part V: The Part of Tens
• Chapter 18: Ten HR Jargon Busters
• Accrued Holiday
• Acronyms Explained
• Collective Agreement
• Employee Engagement
• Flexible Benefits
• Job Evaluation
• Mediation
• Person Specification
• Settlement Agreement
• Termination
• Chapter 19: (Nearly) Ten Tips for Managing Poor Performance
• Defining Underperformance
• Understanding the Causes of Poor Performance
• Creating a Performance Improvement Plan (PIP)
• Providing Appropriate Time to Improve
• Giving Feedback Along the Way
• Dealing with Little or No Improvement
• Deciding If You Should Sanction or Dismiss
• Dismissing an Employee for Poor Performance
• Agreeing That Performance Has Improved
• Chapter 20: Ten Great Interviewing Ideas
• Chapter 21: Ten (Or So) Signs of Employees Who Are Ready for Promotion
• They Are Engaged in the Strategic Aims of the Organisation
• They Prove That They Can Manage Themselves – and Maybe Others?
• They Take Responsibility and Help Others
• They Consistently Excel Above Others
• They Show Ingenuity and Look for Solutions
• They Are Proactive
• They Seek Feedback and Use It
• Their Work Ethic Speaks for Itself
• They Own Their Development
• They Share and Demonstrate the Values of Your Organisation
• They Show Ownership
• They Want It and Ask for It!
• About the Authors
• Cheat Sheet
• Advertisement Page
• Connect with Dummies
• End User License Agreement