Оглавление
Armstrong Sharon. The Essential HR.
Dedication
Acknowledgments
Introduction
Chapter 1. Strategic Planning and Mission Statements
Organizational strategy
Developing a strategic plan
Crafting a mission statement
Linking HR and the organization
Main message for managers
Chapter 2. Optimal Staffing
Finding applicants
Main message for managers
Chapter 3. Orientation and Onboarding
Orientation
Bringing new employees on board
Main message for managers
Chapter 4. Training and Development
Adult learning theory
Training
Mentoring
Evaluation
Main message for managers
Chapter 5. Useful Performance Evaluations
What is a performance appraisal?
Benefits of a performance appraisal
Five hallmarks of effective performance appraisals
Types of appraisals
Do’s and don’ts of performance appraisals
The five components of a performance appraisal meeting
Ratings errors
Keep it legal
Reviewing the reviewer
Main message for managers
Chapter 6. Benefits By Michael Strand
Government-mandated benefits
Core benefits
Holidays
Vacation
Sick leave
Personal leave
Bereavement leave
Health insurance
COBRA
Life insurance
Disability insurance
Retirement plans
Discretionary benefits
Main message for managers
Author
Chapter 7. Compensation. By Michael Strand
Cash remuneration
Define the pay range
Using the pay range
Benchmarking positions
Communicating about pay
Incentive pay
Main message for managers
Author
Chapter 8. Employee Relations
The manager’s philosophy
Coach vs. counselor
Mantra and models
Progressive discipline
Documentation
Termination
Main message for managers
Chapter 9. Legal Considerations. By Joyce L. Oliner, Esq
Employment at will
Hiring
On the job
Termination
Main message for managers
Author
Chapter 10. Managing a Diverse Workforce
The changing workplace
Establishing a diverse culture
Recruiting a diverse workforce
Older workers
Diversity committees and councils
Chapter 11. Technology
Change is a constant
Sample technology policies
Managing HR information and processes
Applicant tracking
E-learning
Main message for managers
Chapter 12. 21st-Century Workplace Challenges
Workforce changes
Business ethics
Generations at work
Work/life balance
Telework
Outsourcing
Globalization
Wellness programs
Main message for managers
Afterword
Appendix Additional Resources
Glossary
Bibliography
Further Reading
About the Authors
Отрывок из книги
Most people understand that writing a book takes a village! There are many folks behind the scenes who helped us, so there are some thank yous due.
Three major heroes were Anne Goodfriend, who skillfully and kindly edited our thoughts and words while remaining calm throughout; Susan Devereaux, who put the final manuscript together in her typical (and wonderful) professional way; and Joyce Oliner, who went above and beyond with some important critiques and suggestions. Another significant and special friend was Mike Strand, who contributed two important chapters without breaking a sweat.
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Today, leaders of successful organizations understand the importance of good human resources principles and practices for maintaining a healthy business: They expect their managers to integrate good human resources management into their day-to-day work.
In fact, in order to survive in today’s increasingly challenging world of work, managers have to be lifelong learners. They have to be open to not only learning new things, but also to incorporating those things in their everyday approach to work. These two behaviors are among the most critical for honing managerial skills.
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