HR Book : Human Resources Management for Small Business

by Grensing-Pophal, Lin

• ISBN13: 9781551802411
• ISBN10: 1551802414
• Format: Paperback
• Copyright: 1999-09-01
• Publisher: Natl Book Network

Summary

Finding and keeping good employees is crucial to the efficient operation and success of every business. From hiring and orientation to developing company policies and negotiating employment contracts, today's employers have the opportunity to select and nurture employees who most closely fit their company's culture and performance objectives.

Designed to complement Self-Counsel's Human Resources Forms and Disk series, The HR Book contains checklists and completed samples of all the forms necessary to maintain a streamlined, productive work force. This book covers all the essentials of human resources management:
-- Preparing for hiring
-- Knowing the law
-- Developing interview and questioning skills
-- Selecting your candidates
-- Starting employees on the right track
-- Conducting performance evaluations
-- Maintaining a fully functioning work force

Written for businesses of all sizes, this comprehensive handbook instills confidence and provides advice for building a qualified, talented, and motivated work force.

Author Biography

Lin Grensing-Pophal, SPHR, is an independent business journalist with a background in employee relations and corporate communications. She is accredited through the International Association of Business Communicators and the Society for Human Resource Management, and is a member of the American Society of Journalists and Authors.

Table of Contents

Introduction	xv
Do You Really Need a New Employee?	1	(6)
Why Hiring Isn't Always the Answer	1	(1)
Alternatives to Hiring	2	(5)
Reviewing work processes	2	(1)
Hiring temporary workers	3	(1)
Working with freelancers	4	(3)
Preparing for Hiring	7	(16)
Determining What You Need	7	(3)
Job description	7	(3)
Job specifications	10	(1)
Determining the Requirements of a Position	10	(2)
Where Do You Look for Help?	12	(6)
In-house	13	(1)
Recruiting services	14	(1)
Newspaper and trade journal ads	15	(1)
Campus recruiting	16	(1)
Job fairs	16	(1)
Recruitment open houses	16	(1)
Recommendations and referrals	16	(1)
Walk-ins and unsolicited resumes	17	(1)
Job hot lines	17	(1)
The Internet	17	(1)
Developing Your Recruitment Ad	18	(5)
The four elements of your recruitment ad	19	(1)
Equal opportunity requirements (United States) or human rights legislation (Canada)	20	(3)
The Law---What You Need to Know	23	(14)
The Best Person for the Job	24	(1)
Guidelines in the United States	25	(7)
Legislation prohibiting discrimination in employment	26	(1)
Improving recruiting efforts	27	(1)
Fine-tuning the selection process	27	(1)
Avoiding nonessential inquiries	28	(3)
Drug testing	31	(1)
Guidelines in Canada	32	(5)
Canadian Human Rights Act	33	(1)
The Canadian Human Rights Commission	34	(1)
Complaints	34	(3)
The Application Form and Resume	37	(14)
Application Forms	37	(6)
What to include and why	37	(4)
What not to include	41	(1)
Maintaining application files	42	(1)
Precautions	42	(1)
Reviewing the application form	43	(1)
Resumes	43	(3)
Key areas of the resume	43	(2)
What to look for	45	(1)
Danger signals	46	(1)
Narrowing It Down	46	(5)
Using the selection grid to structure the interview	47	(2)
Probing	49	(1)
Guarding against resume falsification	49	(1)
How to use the application and resume during the interview	50	(1)
The Interview	51	(18)
Types of Interviews	52	(1)
The ``informal chat''	52	(1)
The structured interview	52	(1)
The traditional interview	52	(1)
The group interview	53	(1)
Stages of the Interview	53	(3)
Opening	53	(1)
Data exchange	54	(1)
Closing	55	(1)
Setting Up the Interview Framework	56	(7)
Five types of questions	56	(4)
Common errors when developing questions	60	(3)
Using the Past to Predict the Future	63	(6)
Formulating the questions	64	(1)
Asking the questions	65	(1)
Evaluating the responses	65	(4)
Questioning Skills	69	(18)
Developing Rapport	69	(2)
Behavioral encouragement	70	(1)
Verbal encouragement	70	(1)
Effective Listening Techniques	71	(1)
Hearing only what you expect to hear	71	(1)
Becoming confused by conflicting information	71	(1)
Letting biases interfere	71	(1)
Emotions	72	(1)
Tips for effective listening	72	(1)
Observing Nonverbal Cues	72	(2)
Facial expression	72	(1)
Body language	73	(1)
Interpreting nonverbal cues	73	(1)
Ten Common Questions	74	(3)
Tell me a little about yourself	74	(1)
Why are you interested in this job?	74	(1)
What experience do you have that prepares you for this position?	74	(1)
What are your interests outside of work?	75	(1)
What are your greatest weaknesses?	75	(1)
What do you want to be doing five years from now?	75	(1)
I'm impressed by your qualifications, but don't you feel you're overqualified for this position?	76	(1)
We usually like to hire someone with more on-the-job experience	76	(1)
Why should we hire you for this position?	76	(1)
Do you have any questions for me?	76	(1)
A Grab Bag of Questions	77	(2)
Educational background questions	77	(1)
Personal trait/characteristic questions	78	(1)
Prior job questions	78	(1)
Motives for applying for this job	79	(1)
Conducting Legal Interviews	79	(6)
Tips for Making Your Interviews Foolproof	85	(2)
Checking---and Giving---References	87	(12)
Why Reference Checks are Important	87	(1)
Why You May Legally be Required to Obtain References	88	(1)
The Catch: Why Many Companies Are Hesitant to Give References	88	(1)
Avoiding the Catch-22: How to Break the Barriers and Get Good Information	89	(2)
Get permission from the applicant to check references	90	(1)
Conduct a thorough reference check	91	(1)
Do the reference checking yourself	91	(1)
Ask the right kind of questions	91	(1)
Document the information you receive	91	(1)
Develop standards and follow them	91	(1)
Methods of Checking References	91	(5)
Checking references in person	92	(1)
Checking references by mail	92	(1)
Checking references by telephone	92	(4)
How to Establish a Program For Giving Useful Information	96	(3)
Making Your Selection	99	(10)
Common Selection Measures	99	(1)
Self-report	99	(1)
Direct observation	99	(1)
Work samples	100	(1)
Common Selection Criteria	100	(1)
Steps to Error-Free Selection Decisions	101	(1)
The Ten Most Common Selection Mistakes	101	(8)
Inadequate screening	103	(1)
Inadequate preparation	104	(1)
Lack of knowledge of the position to be filled	104	(1)
Unintentional coaching	105	(1)
Ineffective use of questions	105	(1)
Dominating the interview	105	(1)
Stereotyping the candidate	106	(1)
Failing to probe for depth	106	(1)
Evaluating solely in relation to other candidates	107	(1)
Premature evaluation and selection	107	(2)
Starting Employees on the Right Track	109	(18)
Making the Offer	109	(2)
Orientation and Training	111	(8)
Your expectations for orientation and training	115	(1)
The employee's expectations for orientation and training	115	(1)
Guidelines for an effective orientation	115	(3)
Problems to avoid during orientation	118	(1)
Goals, Roles, and Reporting Lines	119	(3)
Goals. What do you expect from me?	120	(1)
Roles. What are my interactions with others in the company?	121	(1)
Reporting lines. Who do I take direction from?	121	(1)
Maintaining Ongoing Contact	122	(3)
Establish a schedule of regular one-on-one meetings	123	(1)
Document performance consistently	123	(1)
Make communication a two-way process	124	(1)
Provide ample opportunity for growth	124	(1)
Violence in the Workplace	125	(2)
Establishing a policy	125	(1)
Employee involvement	126	(1)
Employee Contracts and Covenants	127	(10)
Trademarks, Patents, and Copyright	128	(1)
Patents	128	(1)
Trademarks	128	(1)
Copyrights	129	(1)
Who Owns It?	129	(1)
Employment-at-Will	130	(1)
Employment Contracts	130	(3)
Nondisclosure Agreements	133	(1)
Noncompetition Agreements	134	(3)
Company Policies	137	(14)
Why Does My Company Need a Personnel Manual?	138	(1)
Watch Your Language	139	(4)
Promises, promises...	141	(1)
Revise regularly	142	(1)
Don't limit yourself	142	(1)
Subject to change	143	(1)
The Handbook As a Contractual Document	143	(2)
The Legal Review	145	(1)
Living by the Book	146	(2)
Meetings	146	(1)
Bulletin board	147	(1)
Suggestion box	147	(1)
Testing	147	(1)
Making your manual user friendly	148	(1)
Some Do's and Don'ts of Preparing Your Employee Handbook	148	(3)
Do be sure to comply with all applicable laws	148	(1)
Don't be a copycat	149	(1)
Do include adequate disclaimers	149	(1)
Don't be overly restrictive	149	(1)
Do require signed employee acknowledgments	149	(1)
Don't forget the importance of communication	150	(1)
Issues Related to Pay and Work Hours	151	(12)
Issues of Money and Hours of Work	151	(6)
Salary reviews	152	(1)
Work hours	152	(1)
Breaks	152	(1)
Tracking time worked	153	(1)
Accident/injury report	153	(4)
Rates of Pay	157	(6)
Comparable worth and pay equity	157	(1)
Exempt versus nonexempt	157	(1)
Independent contractor versus employee	158	(2)
Payroll/expense forms	160	(3)
Benefit Administration	163	(10)
Commonly Provided Benefits	164	(5)
Time off	166	(1)
Health benefits	167	(1)
Retirement benefits	167	(1)
Employee stock ownership plans (ESOPs)	168	(1)
Flexible Benefit Programs	169	(2)
Low Cost/No Cost Benefits	171	(1)
Communicating Benefits	171	(2)
Dealing with Employee Absenteeism	173	(10)
Trends in Absenteeism	174	(2)
Examining Absenteeism	176	(1)
Your Absenteeism Policy	177	(2)
Combating Absenteeism	179	(1)
Dealing with Individual Employees	180	(3)
Performance Evaluation	183	(26)
Job Standards	183	(3)
Quality	184	(1)
Quantity	184	(1)
Timeliness	184	(1)
Cost efficiency	185	(1)
Establishing Goals	186	(3)
Involving employees in goal setting	187	(1)
Additional considerations	188	(1)
Feedback	189	(5)
Giving positive feedback---how to recognize employees	190	(2)
Giving credit and praise for accomplishment	192	(1)
Giving constructive feedback	193	(1)
Motivation through recognition and involvement	193	(1)
Formal Evaluation	194	(15)
New employee evaluation	195	(1)
Ongoing evaluation	195	(1)
The 360-degree evaluation	196	(10)
Relieving employee evaluation stress	206	(3)
When Employees Become Problems	209	(24)
How to Create a Problem Employee	209	(3)
Hiring in haste	209	(1)
Misrepresenting the job	210	(1)
Letting personal bias/ego interfere	210	(1)
Not providing adequate training	211	(1)
Not being clear about expectations and goals	211	(1)
Not providing adequate, timely, and appropriate feedback	212	(1)
Examining past employee failures to prevent future problems	212	(1)
Addressing Poor Performance	212	(3)
Before taking disciplinary action	213	(1)
Characteristics of effective discipline	214	(1)
The Disciplinary Conference	215	(4)
Disciplinary Procedures	219	(1)
Separation Anxiety	219	(6)
What you should know about employment-at-will	220	(1)
Nip it in the bud!	221	(1)
Document, document, document!	221	(1)
Coaching and follow-up	222	(1)
When the inevitable is unavoidable	222	(3)
When You Don't Want Them to Go	225	(2)
Exit Interviews	227	(6)
Interviewing the involuntarily terminated employee	228	(1)
Conducting the exit interview	229	(1)
The interview from the employee's perspective	230	(3)
Maintaining a Fully Functioning Work Force	233	(9)
Individuals Have Individual Needs	233	(1)
The Power of Communication	234	(2)
Communication must be tied to organizational objectives	235	(1)
Communication must address the ``why'' as well as the ``what''	235	(1)
Communication is the responsibility of each individual	235	(1)
Communication happens	235	(1)
Communication is two way	236	(1)
Communication cannot be regulated	236	(1)
The impact of communication can be measured	236	(1)
Harvesting the Gold: How to Get Good Ideas From Your Employees	236	(4)
Elements of a suggestion program	237	(2)
Some problems to watch out for	239	(1)
Involvement in Decision Making	240	(1)
Maintaining High Employee Morale	241	(1)
The signs of a developing problem	241	(1)
Fifteen strategies for boosting employee morale	242