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• Copyright
• About the Authors
• Preface
• Acknowledgments
• Brief Contents
• Contents
• 1: Managing Human Resources Today
• Introduction
• Human Resources and Company Performance
• The Business of People
• Standing Out From the Competition
• Balancing Act
• Responsibilities of Human Resource Departments
• A Range of Focus
• Customizing Human Resources
• Skills of Human Resource Professionals
• Ethics in Human Resource Management
• Government and Corporate Ethics
• The HR Role
• Focusing on Strategy
• A Strategic Skill Set
• Strategy in HR
• Putting Strategy to Work
• Keeping Pace with Technology
• Facing the Challenges of Technology
• Playing It Safe with HR Technology
• Staying Ahead with HR Software
• Heeding HRIS Hazards
• Making HRIS Decisions
• HRIS Research
• Summary
• Key Terms
• Applying This Chapter
• 2: Equal Opportunity and the Legal Environment
• Introduction
• Equal Employment Opportunity Concepts
• What Is Discrimination?
• The Equal Employment Opportunity Commission
• Major Equal Employment Laws
• Complying with EEOC Regulations
• Staying Ahead of the Game: The Proactive Approach
• Use EEOC Resources
• In the Event of a Complaint
• EEOC Actions: Corporate Choices
• Legal Matters: The Big Picture
• Why Legal Fees Are a Good Investment
• Disparate Impact
• Sexual Harassment: Keep Your Workplace Free of It
• EEOC and Sexual Harassment
• Implementing an Effective Sexual Harassment Policy
• Coping with Harassment Complaints
• Summary
• Key Terms
• Applying This Chapter
• 3: Building a Strategic Staffing Plan
• Introduction
• Strategic-Style Staffing
• Comparing Staffing Approaches
• Taking a Closer Look at Staffing
• Assessing Staffing Needs
• Making It a Team Effort
• Choosing between Hiring or Repositioning
• Considering a Mix of Resources
• Reassessing Goals Annually
• Conducting a Job Analysis
• Gathering Job Data
• Employing Methods of Data Collection
• Using Competency Modeling
• Creating Job Descriptions
• Job Description Formats
• Creating a Job Description
• Choosing Job Titles
• Legal Implications of Job Titles
• Considering Employee Classification
• Summary
• Key Terms
• Applying This Chapter
• 4: Recruiting and Evaluating Prospective Employees
• Introduction
• Finding New Employees
• Filling Jobs from Within
• Looking for Staff Outside the Company
• Outsourcing: The Role of HR
• Help Wanted: The Recruiting Process
• Getting Started
• What Makes a Good Job Ad?
• Using the Internet
• Classified Ads
• Other Recruiting Routes
• Using Recruiters to Get the Job Done
• The Recruitment Players
• Finding the “Right” Recruiter
• Evaluating Candidates: Applications and Resumes
• Job Applications: Are They Obsolete?
• Getting the Most Out of Resumes
• Setting Up a System for Evaluating Candidates
• Testing as Part of the Evaluation Process
• Following the Testing Rules
• Finding the Right Test
• Staying Out of Test Trouble
• Summary
• Key Terms
• Applying This Chapter
• 5: Interviewing and Making Selection Decisions
• Introduction
• Interviewing: The Basics
• Keeping Up with the Times
• Getting Results
• Interviewing: What to Avoid
• Preparing for an Interview
• Warming Up: The Introduction
• Mastering the Art of Q&A
• Q&A: Varying Styles
• Staying on Course: Nondiscriminatory Questioning
• Closing on the Right Note
• Making Selection Decisions
• Seeking Success
• Utilizing the “Tools” of the Trade
• Putting a Selection System to Work
• Setting Up Your Own Protocol
• Factoring in the Intangibles
• Checking Out Applicants
• Checking References
• Going with Background Checks
• Making Job Offers
• Proceeding After the Offer
• Summary
• Key Terms
• Applying This Chapter
• 6: Training Employees
• Introduction
• Determining What Training Can Do For You
• Evaluating Your Training Situation
• Assessing Training Needs: Where It All Starts
• Tying Training Needs to Strategic Goals
• Deciding Whether to Train or Not to Train
• Putting the ADDIE Model to Work
• Analysis
• Design
• Development
• Implementation
• Evaluation
• Weighing the Training Options
• Choosing an Instructional Method
• Choosing a Delivery Method
• Mentoring as a Training Tool
• Applying Training to Common Topics
• New Hire Orientation
• Diversity Training
• Sexual Harassment Training
• Communication Training
• Time Management Training
• Measuring Results: Is Training Working?
• Initial Employee Reaction
• Effectiveness of Learning
• Impact on Performance
• Cost/Benefit Analysis
• Summary
• Key Terms
• Applying This Chapter
• 7: Assessing and Appraising Performance
• Introduction
• Putting Performance Appraisals to Work
• Facing the Challenge
• Understanding the Legal Aspects of Appraisals
• Launching an Appraisal Program
• Enlist the Support of Senior Management
• Choose Performance Measures with Care
• Develop a Tracking Approach
• Devise an Evaluation Method
• Thinking about Timing
• Develop a Communication Game Plan
• Deciding on a Performance Appraisal System
• Management By Objectives (MBO)
• Critical Incidents Reporting
• Job Rating Checklist
• Behaviorally Anchored Ratings Scale (BARS)
• Forced Choice
• Ranking Methods
• Multi-Rater Assessments
• Getting the Most Out of an Appraisal Meeting
• Preparing for the Meeting
• Conducting the Session
• Giving Constructive Feedback
• Preparing for a Negative Reaction
• Choosing Areas for Further Development
• Concluding the Meeting
• Following-Up After an Appraisal
• Take a Look at Yourself
• Evaluating Your Appraisal System
• Summary
• Key Terms
• Applying This Chapter
• 8: Compensation Strategies and Practices
• Introduction
• Building a Compensation Foundation
• Taking on the HR Role
• Forming a Compensation Philosophy
• Focusing on Strategy
• Managing External Factors
• Looking at Compensation Legal Issues
• Fair Labor Standards Act
• Classifying Exempt and Nonexempt Workers
• Communicating Your Policies
• Types of Compensation
• Total Rewards
• Administering a Compensation Plan
• Setting Pay Scale
• Accounting for Individuals
• Using Raises, Bonuses, and Incentives
• Designing a Plan
• Choosing a Reward Approach
• Incentives
• Avoiding Plan Pitfalls
• Summary
• Key Terms
• Applying This Chapter
• 9: Designing and Administering Benefits
• Introduction
• Identifying the Role of Employee Benefits
• Knowing the Types of Benefits
• Following Key Trends in Benefits Management
• Getting a Grip on Administration
• Administering Benefits Required by Law
• Social Security and Medicare
• Unemployment Insurance
• Family Medical Leave Act
• Workers’ Compensation
• Health Benefit Continuation
• Administering Health and Welfare Benefits
• Taking on Healthcare Plans
• Examining Employee Welfare Benefits
• Administering Other Benefits
• Planning for Retirement
• Providing Family Assistance
• Managing Time Off
• Setting Up an Employee Assistance Program
• Summary
• Key Terms
• Applying This Chapter
• 10: Developing Employee Relations
• Introduction
• Building Employee Relations into a Strategic Plan
• Building a Communication Plan
• Creating a People-Oriented Workplace
• Promoting Job Satisfaction
• Treating Employees as Assets
• Committing to Job Security
• Providing People-Friendly Facilities
• Being Sensitive to Work-Life Balance Issues
• Offering Employee Autonomy
• Adopting Alternate Work Arrangements
• Options for Alternate Work Arrangements
• Making Alternate Arrangements Work
• Telecommuting Takes Hold
• Encouraging Performance
• Making the Case for Employee Empowerment
• Putting Team Power to Work
• Developing Employee Recognition Programs
• Utilizing Employee Feedback
• Surveys: Keeping Tabs on Company Morale
• Open-Door Policies
• Management By Walking Around (MBWA)
• Employee Involvement Committees
• Brown-Bag Lunches
• Suggestion Programs
• Exit Interviews
• Summary
• Key Terms
• Applying This Chapter
• 11: Managing Discipline and Employee Rights
• Introduction
• Playing by the Rules
• Getting the Meaning of At-Will Employment
• Staying Out of Court
• Respecting Employee Rights
• Taking Disciplinary Action
• Developing Disciplinary Procedures
• Meeting Plan Criteria
• Workplace Behavior Issues
• Conducting Workplace Investigations
• Grounds for Dismissal
• Settling Grievances and Disputes
• Settling Disputes
• Contending with Terminations
• Pre-Termination Preparation
• Holding the Termination Meeting
• Following Post-Termination Protocol
• Coping with Layoffs
• Viewing Layoffs as a Last Resort
• Knowing the Law
• Easing the Burden
• Finding Alternatives to Layoffs
• Summary
• Key Terms
• Applying This Chapter
• 12: Managing Workplace Health and Safety
• Introduction
• Understanding the Occupational Safety and Health Act
• Setting Safety Standards: OSHA
• OSHA Enforcement
• Identifying Occupational Hazards
• Recognizing Environmental Health Hazards
• Understanding Safety Standards
• Overseeing Health and Safety Programs
• Employer Responsibilities and Rights
• Administering a Health and Safety Plan
• Summary
• Key Terms
• Applying This Chapter
• 13: Working with Organized Labor
• Introduction
• The Role of Unions in Employee Relations
• Following the History of Unions
• Recognizing Employee Union Rights
• Knowing the Labor Laws
• Keeping Up with Union Organization
• What Can an Employer Do?
• Union Organizing Process
• Making Union Changes
• Recognizing Unfair Labor Practices
• Employer Unfair Labor Practices
• Union Unfair Labor Practices
• Consequences of Unfair Labor Practices
• Filing an Unfair Labor Practice Charge
• Collective Bargaining
• Collective Bargaining Strategies
• Collective Bargaining Agreement (CBA)
• Resolving Grievances
• Identifying Union Actions
• Summary
• Key Terms
• Applying This Chapter
• Appendix A: Professional HR Certifications
• Appendix B: Interviewing Candidates
• Appendix C: Substance Abuse and Drug Testing
• Appendix D: Useful HR Resources
• Glossary
• Index