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75 Ways for Managers to Hire, Develop, and Keep Great Employees

Book Description

People power your business—and success can hinge on your hiring, inspiring, and keeping the right ones. As a manager, are you cultivating this vital resource? Is there more you could be doing? Are you just winging it?

Every HR executive has a laundry list of things they wish managers knew: best practices that would enable the entire organization to operate more effectively...transforming those managers into exceptional—and highly promotable—leaders. Now in this accessible and practical playbook, HR expert and author Paul Falcone shows readers how to:

    • Identify the best and the brightest talent
    • Hire for organizational compatibility
    • Communicate constructively
    • Address uncomfortable workplace situations
    • Create an environment that motivates
    • Retain restless top performers
    • Reengage your team after a layoff or during times of adversity
    • Skillfully conduct performance reviews
    • Take corrective action
    • Sidestep litigation landmines
    • Delegate in a way that develops your staff
    • And much, much more

    From recruiting to retaining, 75 Ways for Managers to Hire, Develop, and Keep Great Employees has all the advice you need to overcome your toughest people challenges.

Table of Contents

  1. Cover
  2. Half title
  3. Title
  4. Dedication
  5. Contents
  6. Acknowledgments
  7. Permissions
  8. Introduction
  9. Chapter 1: Effective Hiring and Selection
    1. 1: Establishing Your Brand: Social Network Outreach, Recruitment Brochures, and Adding New Life to Your Recruitment Advertising Campaigns
    2. 2: Becoming an Employer of Choice: An Investment Worth Considering
    3. 3: Direct Sourcing: Alternatives and Options for Proactive Candidate Outreach
    4. 4: Effective Telephone Screening Calls: An Incredible Time Saver for Initial Contact
    5. 5: Identifying Candidates Who Stand Out Among Their Peers: Criteria to Help You Define the Best and Brightest Talent
    6. 6: A Twist on Traditional Interviewing Questions: The “Career Coaching” Approach to Getting Inside Candidates’ Heads and Hearts
    7. 7: Achievement-Anchored and Holistic Questions: Cutting to the Chase
    8. 8: Hiring in Our Own Image: Likability Equals Compatibility
    9. 9: The Critical Importance of Reference Checks (and Scripts to Help You Maximize Each Call)
    10. 10: Making the Offer and Closing the Deal: Don’t Flinch at the Finish Line
    11. 11: Effective Onboarding to Maximize the Chances of Initial Success and Create True Believers
  10. Chapter 2: Effective Leadership and Outstanding Communication
    1. 12: The Nature of Positive, Constructive Communication
    2. 13: The Art of Successful Communication: Guidelines to Help Your Message Soar
    3. 14: Human Nature: The Path of Least Resistance Is Avoidance
    4. 15: Mediating Employee Disputes and Communication Breakdowns: The Strategy Behind Constructive Confrontation
    5. 16: Bearing Bad News: The Creative Art of Give and Take
    6. 17: Staff Meeting Tune-Ups: Upgrade Your Group Communication to Strengthen Team Performance
    7. 18: Leadership SOS: Effective and Successful Turnaround Strategies for Failing Teams
    8. 19: Addressing Uncomfortable Workplace Situations and Personal Style Issues
    9. 20: Situational Coaching: How Do You “Coach Someone to Normal”?
    10. 21: The Danger of “Off-the-Record” Conversations and Over-Promising Confidentiality
    11. 22: Special Circumstances: From Coaching and Mentoring to Verbal Warnings—Communicating with Skillful Aplomb
  11. Chapter 3: The Importance of the Written Record
    1. 23: “Document, Document, Document:” Heightening Awareness of the Record You’re Creating
    2. 24: Performance Reviews: The 800-Pound Gorilla in the Room
    3. 25: Performance Reviews: Dealing Effectively with Incorrectly Assigned Individual Grades
    4. 26: Performance Reviews: Correcting for Grade Inflation Across Your Department, Division, or Company
    5. 27: Workplace Investigations: Understanding Your Role and Knowing Your Limits
    6. 28: Workplace Investigations: Harassment, Discrimination, and a Cautionary Tale
    7. 29: Effectively Invoking Attorney–Client Privilege
    8. 30: The “E” in Email Stands for “Evidence”
    9. 31: Progressive Discipline: Appropriate Documentation for Addressing Substandard Job Performance and Attendance Issues
    10. 32: Progressive Discipline: Appropriate Documentation for Addressing Inappropriate Behavior and Misconduct Issues
    11. 33: Writer Beware: “Codifying the Damage” or Documenting “Mental Element Qualifiers” Can Sink Your Ship in Court
    12. 34: A Creative Alternative to Formal Corrective Action: Letters of Clarification
    13. 35: Decision-Making Leaves: Dramatic Turnarounds Without a Lot of Drama
    14. 36: Structuring Terminations That Will Withstand Legal Scrutiny: Making Your Defense Lawyer Proud
  12. Chapter 4: Avoiding Litigation Land Mines
    1. 37: A Brief Employment Law History Primer to Show Why Documentation is Critical—Even for At-Will Workers
    2. 38: The Fine Art of Playing Employment Defense: Avoid “Pretaliation”
    3. 39: Policies (the Letter of the Law), Codes of Conduct (the Spirit of the Law), and Past Practices
    4. 40: Differentiating Between Performance and Conduct Issues: A Critical Distinction
    5. 41: Sameness Versus Consistency: Looking at the Totality of Events
    6. 42: Stopping Attitude Problems in Their Tracks
    7. 43: Performance Appraisal Bombshells: Delivering Bad News for the First Time During the Annual Performance Review
    8. 44: “If I Can’t Fire Someone, Can I Lay Him Off Instead?”
    9. 45: “If I Can’t Fire Someone, Can I Give Him a Separation Package Instead?”
    10. 46: Whistle Blowers Versus Character Assassins: Dealing Appropriately with Anonymous and Mean-Spirited Employee Complaints That May Lack Merit
    11. 47: Vetting the Record Before Recommending Termination: The Importance of a “Clean Final Incident”
    12. 48: Don’t Rush to Judgment: Learn All Sides of the Story First
    13. 49: Wage and Hour Quagmires: Employee Classification and Overtime Considerations
  13. Chapter 5: Inspiring Employee Engagement
    1. 50: Developing a Blueprint to Inspire and Motivate Your Team
    2. 51: The Nature of Motivation: Rules and Myths that Inform Your Reality
    3. 52: Creating an Environment in Which Employees Can Motivate Themselves in Light of Your Organization’s Changing Needs
    4. 53: The Nature of Motivation: Five Steps for Quick Turnarounds
    5. 54: Delegating as a Means of Professional Development, Not of Offloading Work
    6. 55: The Holy Grail: Motivating Staff Without Money
    7. 56: Salvaging Restless Top Performers by Instilling a Greater Sense of Career Engagement
    8. 57: “Stay” Interviews Trump Counteroffers Every Time
    9. 58: If You’re Going to Make a Counteroffer, Make Sure You Do It Right
    10. 59: Recognizing Burnout and Reengaging Your Employees Based on Their Individual Needs
    11. 60: Motivating Your Team After a Layoff or Termination: Healing the Wound
    12. 61: Leading and Motivating Through Extreme Adversity: When Your Job Is on the Line
    13. 62: A Broader Shift in Corporate Mindset: Putting Your Employees First, Even Above Your Customers and Shareholders
  14. Chapter 6: Putting It All Together
    1. 63: Achieving the Model Workplace: Productivity, Loyalty, and High Performance
    2. 64: Lessons from the HR Trenches: Wisdom and Experience to Benefit Frontline Leaders
    3. 65: Putting Your Ethics “SOX” On: Your Reputation Is the Coin of the Realm
    4. 66: Educating Entry-Level Workers About Ethical Issues That May Derail an Otherwise Successful (Early) Career
    5. 67: Multigenerations at Work: Understanding Each Other’s Perspectives
    6. 68: Integrating Newly Inherited Employees into Your Team
    7. 69: Held Hostage by Underperformers: Strategic Group Turnarounds When a Team Is on the Brink of Failure
    8. 70: Dealing with Employees in Crisis: A Blueprint for Proactive Management Intervention
    9. 71: Encouraging Employees to Leave Your Company: When It’s Good for You and Good for Them
    10. 72: Resignations: Properly Handling Employees Who Give Notice
    11. 73: Terminations for Cause Versus Resignations by Mutual Consent
    12. 74: The Proper Care and Handling of Your Company’s HR Team
    13. 75: Inspirational Leadership: Some Final Thoughts
  15. Index
  16. About the Author
  17. Free Sample from 2600 Phrases for Effective Performance Review
  18. Copyright