75 ways for managers to hire develop and keep great employees 1st Edition by Paul Falcone ISBN 0814436692 978-0814436691

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ISBN 10: 0814436692 

ISBN 13: 978-0814436691

Author: Paul Falcone

Products and services will change with demand, but one thing that will always be required for a company’s success is having the right people working hard for you.

As a manager, are you cultivating this vital resource? Is there more you could be doing? In this accessible and practical playbook, HR expert and author Paul Falcone helps take the guesswork out of this crucial element for success.

Table of contents: 

Chapter 1: Effective Hiring and Selection

1: Establishing Your Brand: Social Network Outreach, Recruitment Brochures, and Adding New Life to Your Recruitment Advertising Campaigns

2: Becoming an Employer of Choice: An Investment Worth Considering

3: Direct Sourcing: Alternatives and Options for Proactive Candidate Outreach

4: Effective Telephone Screening Calls: An Incredible Time Saver for Initial Contact

5: Identifying Candidates Who Stand Out Among Their Peers: Criteria to Help You Define the Best and Brightest Talent

6: A Twist on Traditional Interviewing Questions: The “Career Coaching” Approach to Getting Inside Candidates’ Heads and Hearts

7: Achievement-Anchored and Holistic Questions: Cutting to the Chase

8: Hiring in Our Own Image: Likability Equals Compatibility

9: The Critical Importance of Reference Checks (and Scripts to Help You Maximize Each Call)

10: Making the Offer and Closing the Deal: Don’t Flinch at the Finish Line

11: Effective Onboarding to Maximize the Chances of Initial Success and Create True Believers

Chapter 2: Effective Leadership and Outstanding Communication

12: The Nature of Positive, Constructive Communication

13: The Art of Successful Communication: Guidelines to Help Your Message Soar

14: Human Nature: The Path of Least Resistance Is Avoidance

15: Mediating Employee Disputes and Communication Breakdowns: The Strategy Behind Constructive Confrontation

16: Bearing Bad News: The Creative Art of Give and Take

17: Staff Meeting Tune-Ups: Upgrade Your Group Communication to Strengthen Team Performance

18: Leadership SOS: Effective and Successful Turnaround Strategies for Failing Teams

19: Addressing Uncomfortable Workplace Situations and Personal Style Issues

20: Situational Coaching: How Do You “Coach Someone to Normal”?

21: The Danger of “Off-the-Record” Conversations and Over-Promising Confidentiality

22: Special Circumstances: From Coaching and Mentoring to Verbal Warnings—Communicating with Skillful Aplomb

Chapter 3: The Importance of the Written Record

23: “Document, Document, Document:” Heightening Awareness of the Record You’re Creating

24: Performance Reviews: The 800-Pound Gorilla in the Room

25: Performance Reviews: Dealing Effectively with Incorrectly Assigned Individual Grades

26: Performance Reviews: Correcting for Grade Inflation Across Your Department, Division, or Company

27: Workplace Investigations: Understanding Your Role and Knowing Your Limits

28: Workplace Investigations: Harassment, Discrimination, and a Cautionary Tale

29: Effectively Invoking Attorney–Client Privilege

30: The “E” in Email Stands for “Evidence”

31: Progressive Discipline: Appropriate Documentation for Addressing Substandard Job Performance and Attendance Issues

32: Progressive Discipline: Appropriate Documentation for Addressing Inappropriate Behavior and Misconduct Issues

33: Writer Beware: “Codifying the Damage” or Documenting “Mental Element Qualifiers” Can Sink Your Ship in Court

34: A Creative Alternative to Formal Corrective Action: Letters of Clarification

35: Decision-Making Leaves: Dramatic Turnarounds Without a Lot of Drama

36: Structuring Terminations That Will Withstand Legal Scrutiny: Making Your Defense Lawyer Proud

Chapter 4: Avoiding Litigation Land Mines

37: A Brief Employment Law History Primer to Show Why Documentation is Critical—Even for At-Will Workers

38: The Fine Art of Playing Employment Defense: Avoid “Pretaliation”

39: Policies (the Letter of the Law), Codes of Conduct (the Spirit of the Law), and Past Practices

40: Differentiating Between Performance and Conduct Issues: A Critical Distinction

41: Sameness Versus Consistency: Looking at the Totality of Events

42: Stopping Attitude Problems in Their Tracks

43: Performance Appraisal Bombshells: Delivering Bad News for the First Time During the Annual Performance Review

44: “If I Can’t Fire Someone, Can I Lay Him Off Instead?”

45: “If I Can’t Fire Someone, Can I Give Him a Separation Package Instead?”

46: Whistle Blowers Versus Character Assassins: Dealing Appropriately with Anonymous and Mean-Spirited Employee Complaints That May Lack Merit

47: Vetting the Record Before Recommending Termination: The Importance of a “Clean Final Incident”

48: Don’t Rush to Judgment: Learn All Sides of the Story First

49: Wage and Hour Quagmires: Employee Classification and Overtime Considerations

Chapter 5: Inspiring Employee Engagement

50: Developing a Blueprint to Inspire and Motivate Your Team

51: The Nature of Motivation: Rules and Myths that Inform Your Reality

52: Creating an Environment in Which Employees Can Motivate Themselves in Light of Your Organization’s Changing Needs

53: The Nature of Motivation: Five Steps for Quick Turnarounds

54: Delegating as a Means of Professional Development, Not of Offloading Work

55: The Holy Grail: Motivating Staff Without Money

56: Salvaging Restless Top Performers by Instilling a Greater Sense of Career Engagement

57: “Stay” Interviews Trump Counteroffers Every Time

58: If You’re Going to Make a Counteroffer, Make Sure You Do It Right

59: Recognizing Burnout and Reengaging Your Employees Based on Their Individual Needs

60: Motivating Your Team After a Layoff or Termination: Healing the Wound

61: Leading and Motivating Through Extreme Adversity: When Your Job Is on the Line

62: A Broader Shift in Corporate Mindset: Putting Your Employees First, Even Above Your Customers and Shareholders

Chapter 6: Putting It All Together

63: Achieving the Model Workplace: Productivity, Loyalty, and High Performance

64: Lessons from the HR Trenches: Wisdom and Experience to Benefit Frontline Leaders

65: Putting Your Ethics “SOX” On: Your Reputation Is the Coin of the Realm

66: Educating Entry-Level Workers About Ethical Issues That May Derail an Otherwise Successful (Early) Career

67: Multigenerations at Work: Understanding Each Other’s Perspectives

68: Integrating Newly Inherited Employees into Your Team

69: Held Hostage by Underperformers: Strategic Group Turnarounds When a Team Is on the Brink of Failure

70: Dealing with Employees in Crisis: A Blueprint for Proactive Management Intervention

71: Encouraging Employees to Leave Your Company: When It’s Good for You and Good for Them

72: Resignations: Properly Handling Employees Who Give Notice

73: Terminations for Cause Versus Resignations by Mutual Consent

74: The Proper Care and Handling of Your Company’s HR Team

75: Inspirational Leadership: Some Final Thoughts

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