Title Details

Harold "Max" Messmer Jr. is Chairman and CEO of Robert Half International, the world's largest specialized staffing firm, and one of the foremost experts on human resources and employment issues.

1 Managing Human Resources Today 1

Introduction 2

1.1 Human Resources and Company Performance 2

1.1.1 The Business of People 2

1.1.2 Standing Out From the Competition 2

1.1.3 Balancing Act 2

Self-Check 3

1.2 Responsibilities of Human Resource Departments 3

1.2.1 A Range of Focus 4

1.2.2 Customizing Human Resources 5

1.2.3 Skills of Human Resource Professionals 5

Self-Check 6

1.3 Ethics in Human Resource Management 6

1.3.1 Government and Corporate Ethics 6

1.3.2 The HR Role 7

Self-Check 8

1.4 Focusing on Strategy 8

1.4.1 A Strategic Skill Set 8

1.4.2 Strategy in HR 9

1.4.3 Putting Strategy to Work 10

Self-Check 11

1.5 Keeping Pace with Technology 11

1.5.1 Facing the Challenges of Technology 12

1.5.2 Playing It Safe with HR Technology 13

1.5.3 Staying Ahead with HR Software 14

1.5.4 Heeding HRIS Hazards 14

1.5.5 Making HRIS Decisions 15

1.5.6 HRIS Research 15

Self-Check 16

Summary 17

Key Terms 17

Applying This Chapter 20

You Try It 21

2 Equal Opportunity and the Legal Environment 22

Introduction 23

2.1 Equal Employment Opportunity Concepts 23

2.1.1 What Is Discrimination? 23

2.1.2 The Equal Employment Opportunity Commission 23

Self-Check 24

2.2 Major Equal Employment Laws 24

Self-Check 29

2.3 Complying with EEOC Regulations 29

2.3.1 Staying Ahead of the Game: The Proactive Approach 29

2.3.2 Use EEOC Resources 30

2.3.3 In the Event of a Complaint 30

2.3.4 EEOC Actions: Corporate Choices 32

Self-Check 32

2.4 Legal Matters: The Big Picture 32

2.4.1 Why Legal Fees Are a Good Investment 33

2.4.2 Disparate Impact 33

Self-Check 34

2.5 Sexual Harassment: Keep Your Workplace Free of It 35

2.5.1 EEOC and Sexual Harassment 35

2.5.2 Implementing an Effective Sexual Harassment Policy 36

2.5.3 Coping with Harassment Complaints 36

Self-Check 37

Summary 38

Key Terms 38

Applying This Chapter 41

You Try It 42

3 Building a Strategic Staffing Plan 43

Introduction 44

3.1 Strategic-Style Staffing 44

3.1.1 Comparing Staffing Approaches 44

3.1.2 Taking a Closer Look at Staffing 44

Self-Check 46

3.2 Assessing Staffing Needs 46

3.2.1 Making It a Team Effort 46

3.2.2 Choosing between Hiring or Repositioning 47

3.2.3 Considering a Mix of Resources 48

3.2.4 Reassessing Goals Annually 48

Self-Check 49

3.3 Conducting a Job Analysis 49

3.3.1 Gathering Job Data 49

3.3.2 Employing Methods of Data Collection 50

3.3.3 Using Competency Modeling 51

Self-Check 53

3.4 Creating Job Descriptions 53

3.4.1 Job Description Formats 54

3.4.2 Creating a Job Description 54

Self-Check 57

3.5 Choosing Job Titles 57

3.5.1 Legal Implications of Job Titles 58

3.5.2 Considering Employee Classification 58

Self-Check 60

Summary 61

Key Terms 61

Applying This Chapter 64

You Try It 65

4 Recruiting and Evaluating Prospective Employees 66

Introduction 67

4.1 Finding New Employees 67

4.1.1 Filling Jobs from Within 67

4.1.2 Looking for Staff outside the Company 68

4.1.3 Outsourcing: The Role of HR 69

Self-Check 70

4.2 Help Wanted: The Recruiting Process 70

4.2.1 Getting Started 71

4.2.2 What Makes a Good Job Ad? 71

4.2.3 Using the Internet 73

4.2.4 Classified Ads 75

4.2.5 Other Recruiting Routes 75

Self-Check 77

4.3 Using Recruiters to Get the Job Done 77

4.3.1 The Recruitment Players 77

4.3.2 Finding the “Right” Recruiter 78

Self-Check 79

4.4 Evaluating Candidates: Applications and Resumes 79

4.4.1 Job Applications: Are They Obsolete? 79

4.4.2 Getting the Most Out of Resumes 82

4.4.3 Setting Up a System for Evaluating Candidates 86

Self-Check 87

4.5 Testing as Part of the Evaluation Process 87

4.5.1 Following the Testing Rules 87

4.5.2 Finding the Right Test 88

4.5.3 Staying Out of Test Trouble 91

Self-Check 92

Summary 92

Key Terms 92

Applying This Chapter 95

You Try It 97

5 Interviewing and Making Selection Decisions 98

Introduction 99

5.1 Interviewing: The Basics 99

5.1.1 Keeping Up with the Times 99

5.1.2 Getting Results 100

5.1.3 Interviewing: What to Avoid 100

Self-Check 101

5.2 Preparing for an Interview 101

5.2.1 Warming Up: The Introduction 102

5.2.2 Mastering the Art of Q&A 103

5.2.3 Q&A: Varying Styles 104

5.2.4 Staying on Course: Nondiscriminatory Questioning 105

5.2.5 Closing on the Right Note 107

Self-Check 108

5.3 Making Selection Decisions 108

5.3.1 Seeking Success 108

5.3.2 Utilizing the “Tools” of the Trade 109

5.3.3 Putting a Selection System to Work 109

5.3.4 Setting up Your Own Protocol 110

5.3.5 Factoring in the Intangibles 111

Self-Check 113

5.4 Checking Out Applicants 114

5.4.1 Checking References 114

5.4.2 Going with Background Checks 115

Self-Check 116

5.5 Making Job Offers 116

5.5.1 Proceeding after the Offer 118

Self-Check 119

Summary 120

Key Terms 120

Applying This Chapter 122

You Try It 123

6 Training Employees 124

Introduction 125

6.1 Determining What Training Can Do For You 125

6.1.1 Evaluating Your Training Situation 125

6.1.2 Assessing Training Needs: Where It All Starts 126

6.1.3 Tying Training Needs to Strategic Goals 126

6.1.4 Deciding Whether to Train or Not to Train 127

Self-Check 127

6.2 Putting the ADDIE Model to Work 128

6.2.1 Analysis 128

6.2.2 Design 128

6.2.3 Development 130

6.2.4 Implementation 130

6.2.5 Evaluation 130

Self-Check 131

6.3 Weighing the Training Options 131

6.3.1 Choosing an Instructional Method 131

6.3.2 Choosing a Delivery Method 133

6.3.3 Mentoring as a Training Tool 134

Self-Check 135

6.4 Applying Training to Common Topics 135

6.4.1 New Hire Orientation 135

6.4.2 Diversity Training 136

6.4.3 Sexual Harassment Training 136

6.4.4 Communication Training 136

6.4.5 Time Management Training 137

Self-Check 138

6.5 Measuring Results: Is Training Working? 138

6.5.1 Initial Employee Reaction 139

6.5.2 Effectiveness of Learning 139

6.5.3 Impact on Performance 139

6.5.4 Cost/Benefit Analysis 140

Self-Check 141

Summary 141

Key Terms 142

Applying This Chapter 144

You Try It 145

7 Assessing and Appraising Performance 146

Introduction 147

7.1 Putting Performance Appraisals to Work 147

7.1.1 Facing the Challenge 147

7.1.2 Understanding the Legal Aspects of Appraisals 148

Self-Check 149

7.2 Launching an Appraisal Program 149

7.2.1 Enlist the Support of Senior Management 149

7.2.2 Choose Performance Measures with Care 150

7.2.3 Develop a Tracking Approach 150

7.2.4 Devise an Evaluation Method 150

7.2.5 Thinking about Timing 151

7.2.6 Develop a Communication Game Plan 151

Self-Check 152

7.3 Deciding on a Performance Appraisal System 152

7.3.1 Management by Objectives (MBO) 153

7.3.2 Critical Incidents Reporting 153

7.3.3 Job Rating Checklist 154

7.3.4 Behaviorally Anchored Ratings Scale (BARS) 155

7.3.5 Forced Choice 155

7.3.6 Ranking Methods 157

7.3.7 Multi-Rater Assessments 157

Self-Check 158

7.4 Getting the Most Out of an Appraisal Meeting 158

7.4.1 Preparing for the Meeting 158

7.4.2 Conducting the Session 159

7.4.3 Giving Constructive Feedback 160

7.4.4 Preparing for a Negative Reaction 160

7.4.5 Choosing Areas for Further Development 161

7.4.6 Concluding the Meeting 161

Self-Check 162

7.5 Following Up After an Appraisal 162

7.5.1 Take a Look at Yourself 163

7.5.2 Evaluating Your Appraisal System 163

Self-Check 164

Summary 164

Key Terms 165

Applying This Chapter 168

You Try It 169

8 Compensation Strategies and Practices 170

Introduction 171

8.1 Building a Compensation Foundation 171

8.1.1 Taking on the HR Role 171

8.1.2 Forming a Compensation Philosophy 171

8.1.3 Focusing on Strategy 172

8.1.4 Managing External Factors 173

Self-Check 175

8.2 Looking at Compensation Legal Issues 176

8.2.1 Fair Labor Standards Act 177

8.2.2 Classifying Exempt and Nonexempt Workers 179

8.2.3 Communicating Your Policies 179

Self-Check 181

8.3 Types of Compensation 181

8.3.1 Total Rewards 181

Self-Check 184

8.4 Administering a Compensation Plan 184

8.4.1 Setting Pay Scale 185

8.4.2 Accounting for Individuals 187

Self-Check 188

8.5 Using Raises, Bonuses, and Incentives 188

8.5.1 Designing a Plan 189

8.5.2 Choosing a Reward Approach 190

8.5.3 Incentives 191

8.5.4 Avoiding Plan Pitfalls 193

Self-Check 193

Summary 194

Key Terms 194

Applying This Chapter 198

You Try It 200

9 Designing and Administering Benefits 201

Introduction 202

9.1 Identifying the Role of Employee Benefits 202

9.1.1 Knowing the Types of Benefits 203

9.1.2 Following Key Trends in Benefits Management 203

9.1.3 Getting a Grip on Administration 206

Self-Check 207

9.2 Administering Benefits Required by Law 207

9.2.1 Social Security and Medicare 207

9.2.2 Unemployment Insurance 208

9.2.3 Family Medical Leave Act 208

9.2.4 Workers’ Compensation 210

9.2.5 Health Benefit Continuation 210

Self-Check 211

9.3 Administering Health and Welfare Benefits 211

9.3.1 Taking on Healthcare Plans 211

9.3.2 Examining Employee Welfare Benefits 214

Self-Check 216

9.4 Administering Other Benefits 216

9.4.1 Planning for Retirement 216

9.4.2 Providing Family Assistance 218

9.4.3 Managing Time Off 219

9.4.4 Setting up an Employee Assistance Program 222

Self-Check 223

Summary 223

Key Terms 224

Applying This Chapter 227

You Try It 228

10 Developing Employee Relations 229

Introduction 230

10.1 Building Employee Relations into a Strategic Plan 230

10.1.1 Building a Communication Plan 231

Self-Check 232

10.2 Creating a People-Oriented Workplace 233

10.2.1 Promoting Job Satisfaction 233

10.2.2 Treating Employees as Assets 233

10.2.3 Committing to Job Security 233

10.2.4 Providing People-Friendly Facilities 234

10.2.5 Being Sensitive to Work-Life Balance Issues 235

10.2.6 Offering Employee Autonomy 235

Self-Check 236

10.3 Adopting Alternate Work Arrangements 236

10.3.1 Options for Alternate Work Arrangements 237

10.3.2 Making Alternate Arrangements Work 238

10.3.3 Telecommuting Takes Hold 239

Self-Check 240

10.4 Encouraging Performance 241

10.4.1 Making the Case for Employee Empowerment 241

10.4.2 Putting Team Power to Work 242

10.4.3 Developing Employee Recognition Programs 244

Self-Check 247

10.5 Utilizing Employee Feedback 247

10.5.1 Surveys: Keeping Tabs on Company Morale 247

10.5.2 Open Door Policies 248

10.5.3 Management by Walking Around (MBWA) 249

10.5.4 Employee Involvement Committees 249

10.5.5 Brown-Bag Lunches 249

10.5.6 Suggestion Programs 250

10.5.7 Exit Interviews 250

Self-Check 251

Summary 251

Key Terms 252

Applying This Chapter 255

You Try It 257

11 Managing Discipline and Employee Rights 258

Introduction 259

11.1 Playing by the Rules 259

11.1.1 Getting the Meaning of At-Will Employment 259

11.1.2 Staying Out of Court 261

11.1.3 Respecting Employee Rights 261

Self-Check 262

11.2 Taking Disciplinary Action 262

11.2.1 Developing Disciplinary Procedures 263

11.2.2 Meeting Plan Criteria 264

11.2.3 Workplace Behavior Issues 265

11.2.4 Conducting Workplace Investigations 266

11.2.5 Grounds for Dismissal 267

Self-Check 268

11.3 Settling Grievances and Disputes 268

11.3.1 Settling Disputes 269

Self-Check 271

11.4 Contending with Terminations 271

11.4.1 Pre-Termination Preparation 272

11.4.2 Holding the Termination Meeting 274

11.4.3 Following Post-Termination Protocol 274

Self-Check 275

11.5 Coping with Layoffs 275

11.5.1 Viewing Layoffs as a Last Resort 276

11.5.2 Knowing the Law 276

11.5.3 Easing the Burden 277

11.5.4 Finding Alternatives to Layoffs 277

Self-Check 279

Summary 279

Key Terms 279

Applying This Chapter 282

You Try It 284

12 Managing Workplace Health and Safety 285

Introduction 286

12.1 Understanding the Occupational Safety and Health Act 286

12.1.1 Setting Safety Standards: OSHA 286

12.1.2 OSHA Enforcement 288

Self-Check 292

12.2 Identifying Occupational Hazards 292

12.2.1 Recognizing Environmental Health Hazards 293

12.2.2 Understanding Safety Standards 295

Self-Check 296

12.3 Overseeing Health and Safety Programs 297

12.3.1 Employer Responsibilities and Rights 297

12.3.2 Administering a Health and Safety Plan 299

Self-Check 305

Summary 305

Key Terms 305

Applying This Chapter 308

You Try It 309

13 Working with Organized Labor 310

Introduction 311

13.1 The Role of Unions in Employee Relations 311

13.1.1 Following the History of Unions 312

13.1.2 Recognizing Employee Union Rights 313

Self-Check 314

13.2 Knowing the Labor Laws 314

Self-Check 316

13.3 Keeping Up with Union Organization 316

13.3.1 What Can an Employer Do? 316

13.3.2 Union Organizing Process 317

13.3.3 Making Union Changes 320

Self-Check 320

13.4 Recognizing Unfair Labor Practices 320

13.4.1 Employer Unfair Labor Practices 320

13.4.2 Union Unfair Labor Practices 321

13.4.3 Consequences of Unfair Labor Practices 322

13.4.4 Filing an Unfair Labor Practice Charge 323

Self-Check 324

13.5 Collective Bargaining 324

13.5.1 Collective Bargaining Strategies 324

13.5.2 Collective Bargaining Agreement (CBA) 325

13.5.3 Resolving Grievances 326

Self-Check 327

13.6 Identifying Union Actions 327

Self-Check 329

Summary 329

Key Terms 330

Applying This Chapter 335

You Try It 336

Appendix A: Professional HR Certifications 337

Appendix B: Interviewing Candidates 341

Appendix C: Substance Abuse and Drug Testing 345

Appendix D: Useful HR Resources 349

Glossary 353

Index 367