Оглавление
Lin Grensing-Pophal. Employee Management for Small Business
EMPLOYEE MANAGEMENT FOR SMALL BUSINESS
Introduction
1. Do You Really Need a New Employee?
1. Why Hiring Isn’t Always the Answer
2. Alternatives to Hiring
2.1 Reviewing work processes
2.2 Hiring temporary workers
2.3 Working with interns
2.4 Working with freelancers
2. Preparing for Hiring
1. Determining What You Need
1.1 Job description
1.2 Job specifications
2. Determining the Requirements of a Position
3. Where Do You Look for Help?
3.1 In-house
3.2 Recruiting services
3.3 Newspaper and trade journal ads
3.4 Campus recruiting
3.5 Job fairs
3.7 Recommendations and referrals
3.8 Walk-ins and unsolicited résumés
3.9 Job hotlines
3.10 The Internet
3.10a Social Media
Table 1: Benefits of Social Media for Hiring
4. Developing Your Recruitment Ad
4.1 The four elements of your recruitment ad. 4.1a The type of person you are looking for
4.1b Pay
4.1c Benefits
4.1d Where and how to apply
Checklist 1: Creating a Recruitment Advertisement
4.2 Equal opportunity requirements (United States) or human rights legislation (Canada)
3. The Law — What You Need to Know
1. The Best Person for the Job
2. Guidelines in the United States
2.1 Legislation prohibiting discrimination in employment
2.2 Improving recruiting efforts
2.3 Fine-tuning the selection process
2.4 Avoiding nonessential inquiries
2.4a Race, religion, and national origin
2.4b Education
2.4c Arrest and conviction records
2.4d Sex, marital, and family status
2.4e Physical requirements
2.4f Age
2.4g Maintenance of records
2.4h Disabilities
2.5 Drug testing
3. Guidelines in Canada
3.1 Canadian Human Rights Act
3.2 The Canadian Human Rights Commission
3.3 Complaints
4. The Application Form and Résumé
1. Application Forms
1.1 What to include and why
1.1a Contact information
1.1b Work experience
1.1c Other relevant work experience
1.1d Education/training
1.1e Other activities
1.1f Personal references
1.1g Agreement clause
1.2 What not to include
1.3 Maintaining application files
1.4 Precautions
1.5 Reviewing the application form
2. Résumés
2.1 Key areas of the résumé
2.1a Career objectives
2.1b Educational history
2.1c Work experience
2.1d Personal data
2.2 What to look for
2.3 Danger signals
3. Narrowing It Down
3.1 Using the selection grid to structure the interview
Table 2: Evaluating Résumés on a Selection Grid
3.2 Probing
Table 3: Using the Selection Grid to Structure the Interview
3.3 Guarding against résumé falsification
3.4 How to use the application and résumé during the interview
5. The Application Form and Résumé
1. Types of Interviews
1.1 The “informal chat”
1.2 The structured interview
1.3 The traditional interview
1.4 The group interview
2. Stages of the Interview
2.1 Opening
2.2 Data exchange
2.3 Closing
3. Setting up the Interview Framework
3.1 Five types of questions
3.1a Closed-ended questions
3.1b Open-ended questions
3.1c Leading questions
3.1d Sensitive questions
3.1e Hypothetical questions
3.2 Common errors when developing questions
4. Using the Past to Predict the Future
4.1 Formulating the questions
4.2 Asking the questions
4.3 Evaluating the responses
6. Questioning Skills
1. Developing Rapport
1.1 Behavioral encouragement
1.2 Verbal encouragement
2. Effective Listening Techniques
2.1 Hearing only what you expect to hear
2.2 Becoming confused by conflicting information
2.3 Letting biases interfere
2.4 Emotions
2.5 Tips for effective listening
3. Observing Nonverbal Cues
3.1 Facial expression
3.2 Body language
3.3 Interpreting nonverbal cues
4. Ten Common Questions
4.1 Tell me a little about yourself
4.2 Why are you interested in this job?
4.3 What experience do you have that prepares you for this position?
4.4 What are your interests outside of work?
4.5 What are your greatest weaknesses?
4.6 What do you want to be doing five years from now?
4.7 I’m impressed by your qualifications, but don’t you feel you’re overqualified for this position?
4.8 We usually like to hire someone with more on-the-job experience
4.9 Why should we hire you for this position?
4.10 Do you have any questions for me?
5. A Grab Bag of Questions
5.1 Educational background questions
5.2 Personal trait/characteristic questions
5.3 Prior job questions
5.4 Motives for applying for this job
6. Conducting Legal Interviews
Table 4: Some Prohibited Areas of Questioning
Exercise 1: Permissible Pre-Employment Inquiries
7. Tips for Making Your Interviews Foolproof
7. Checking — and Giving — References
1. Why Reference Checks Are Important
2. Why You May Legally Be Required to Obtain References
3. The Catch: Why Many Companies Are Hesitant to Give References
4. Avoiding the Catch-22: How to Break the Barriers and Get Good Information
4.1 Get permission from the applicant to check references
4.2 Conduct a thorough reference check
4.3 Do the reference checking yourself
4.4 Ask the right kind of questions
4.5 Document the information you receive
4.6 Develop standards and follow them
5. Methods of Checking References
5.1 Checking references in person
5.2 Checking references by email
5.3 Checking references by telephone
5.3a How to begin
5.3b Overcoming resistance
5.3c Using a structured reference guide
5.3d Other questions for when you are checking references
5.3e Other useful information
5.4 Checking references via social media
6. How to Establish a Program for Giving Useful Information
8. Making Your Selection
1. Common Selection Measures
1.1 Self-report
1.2 Direct observation
1.3 Work samples
2. Common Selection Criteria
3. Steps to Error-Free Selection Decisions
4. The Ten Most Common Selection Mistakes
4.1 Inadequate screening
4.2 Inadequate preparation
4.3 Lack of knowledge of the position to be filled
4.4 Unintentional coaching
4.5 Ineffective use of questions
4.6 Dominating the interview
4.7 Stereotyping the candidate
4.7a The likeable candidate
4.7b The mirror image
4.7c The poised applicant
4.8 Failing to probe for depth
4.9 Evaluating solely in relation to other candidates
4.10 Premature evaluation and selection
9. Starting Employees on the Right Track
1. Making the Offer
2. Orientation and Training
Checklist 2: New Hire Checklist
2.1 Your expectations for orientation and training
2.2 The employee’s expectations for orientation and training
2.3 Guidelines for an effective orientation
2.3a Welcome
2.3b Organization chart
2.3c Company and departmental objectives
2.3d Working conditions
2.3e Job responsibilities and job standards
2.3f Company standards
2.3g Introductions
2.4 Problems to avoid during orientation
3. Goals, Roles, and Reporting Lines
3.1 Goals. What do you expect from me?
3.2 Roles. What are my interactions with others in the company?
3.3 Reporting lines. Who do I take direction from?
4. Maintaining Ongoing Contact
4.1 Establish a schedule of regular one-on-one meetings
4.2 Document performance consistently
4.3 Make communication a two-way process
4.4 Provide ample opportunity for growth
5. Violence in the Workplace
5.1 Establishing a policy
5.2 Employee involvement
10. Employee Contracts and Covenants
1. Trademarks, Patents, and Copyright
1.1 Patents
1.2 Trademarks
1.3 Copyrights
2. Who Owns It?
3. Employment-at-Will
4. Employment Contracts
5. Nondisclosure Agreements
6. Noncompetition Agreements
11. Company Policies
1. Why Does My Company Need an Employee Handbook?
Checklist 3: Company Policy Outline
2. Watch Your Language
2.1 Promises, promises ..
2.2 Revise regularly
2.3 Don’t limit yourself
2.4 Subject to change
3. The Handbook as a Contractual Document
4. The Legal Review
5. Living by the Book
5.1 Meetings
5.2 Bulletin board
5.3 Suggestion box
5.4 Testing
5.5 Making your manual user friendly
6. Some Dos and Don’ts of Preparing Your Employee Handbook. 6.1 Do be sure to comply with all applicable laws
6.2 Don’t be a copycat
6.3 Do include adequate disclaimers
6.4 Don’t be overly restrictive
6.5 Do require signed employee acknowledgments
6.6 Don’t forget the importance of communication
12. Issues Related to Pay and Work Hours
1. Issues of Money and Hours of Work
1.1 Salary reviews
1.2 Work hours
1.3 Breaks
Table 5: Breaks for Hours Worked
1.4 Tracking time worked
1.5 Accident/injury report
2. Rates of Pay
2.1 Comparable worth and pay equity
2.2 Exempt versus nonexempt
2.3 Independent contractor versus employee
2.4 Payroll/expense forms
13. Dealing with Employee Absenteeism
1. Trends in Absenteeism
Table 6: Effectiveness and Use of Work-Life Programs
Table 7: Effectiveness and Use of Absence Control Programs
2. Examining Absenteeism
3. Your Absenteeism Policy
4. Combating Absenteeism
5. Dealing with Individual Employees
14. Performance Evaluation
1. Job Standards
1.1 Quality
1.2 Quantity
1.3 Timeliness
1.4 Cost efficiency
2. Establishing Goals
Table 8: Common Jobs and Job Tasks and Appropriate Standards for Measuring Performance
2.1 Involving employees in goal setting
2.2 Additional considerations
3. Feedback
3.1 Giving positive feedback — how to recognize employees
3.2 Giving credit and praise for accomplishment
3.3 Giving constructive feedback
3.4 Motivation through recognition and involvement
4. Formal Evaluation
4.1 New employee evaluation
4.2 Ongoing evaluation
4.3 The 360-degree evaluation
4.4 Relieving employee evaluation stress
4.4a No surprises
4.4b Ask the employee to speak first
4.4c Discuss peer/self-evaluation
4.4d Focus on development
4.4e Solicit feedback on your performance
15. When Employees Become Problems
1. How to Create a Problem Employee. 1.1 Hiring in haste
1.2 Misrepresenting the job
1.3 Letting personal bias/ego interfere
1.4 Not providing adequate training
1.5 Not being clear about expectations and goals
1.6 Not providing adequate, timely, and appropriate feedback
1.7 Examining past employee failures to prevent future problems
2. Addressing Poor Performance
2.1 Before taking disciplinary action
2.2 Characteristics of effective discipline
2.2a Immediate
2.2b Predictable
2.2c Impersonal
2.2d Consistent
3. The Disciplinary Conference
4. Disciplinary Procedures
5. Separation Anxiety
5.1 What you should know about employment-at-will
5.2 Nip it in the bud!
5.3 Document, document, document!
5.4 Coaching and follow-up
5.5 When the inevitable is unavoidable
Checklist 4: Termination Action Checklist
6. When You Don’t Want Them to Go
7. Exit Interviews
7.1 Interviewing the involuntarily terminated employee
7.2 Conducting the exit interview
7.3 The interview from the employee’s perspective
16. Maintaining a Fully Functioning Workforce
1. Individuals Have Individual Needs
2. The Power of Communication
2.1 Communication must be tied to organizational objectives
2.2 Communication must address the “why” as well as the “what”
2.3 Communication is the responsibility of each individual
2.4 Communication happens
2.5 Communication is two way
2.6 Communication cannot be regulated
2.7 The impact of communication can be measured
3. Harvesting the Gold: How to Get Good Ideas from Your Employees
3.1 Elements of a suggestion program
3.1a Clear guidelines
3.1b Ease of use
3.1c Quick response
3.1d Fair disposition of each suggestion
3.1e Meaningful rewards
3.1f Promotion
3.2 Some problems to watch out for
3.2a We tried it before, and it didn’t work
3.2b Give credit where credit is due
3.2c Outrageous ideas
3.2d Financial concerns
4. Involvement in Decision Making
5. Maintaining High Employee Morale
5.1 The signs of a developing problem
5.2 Fifteen strategies for boosting employee morale. 5.2a Listen to what your employees have to say
5.2b Be available
5.2c Share information with employees
5.2d Give ample recognition for a job well done
5.2e Provide opportunities for personal growth
5.2f Treat employees as individuals
5.2g Give constructive criticism
5.2h Take a break occasionally
5.2i Allow opportunities for increased responsibility
5.2j Involve employees in goal setting
5.2k Be open to new ideas
5.2l Don’t play favorites
5.2m Be honest
5.2n Be motivated yourself
5.2o Never become comfortable with the status quo
About the Author
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Contents
