book

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

Name: 75 Ways for Managers to Hire, Develop, and Keep Great Employees
Author: Paul Falcone
ISBN: 9780814436707

by Paul Falcone

June 2016

Intermediate to advanced

336 pages

9h 38m

English

AMACOM

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Cover
Half title
Title
Dedication
Contents
Acknowledgments
Permissions
Introduction
Chapter 1: Effective Hiring and Selection
1: Establishing Your Brand: Social Network Outreach, Recruitment Brochures, and Adding New Life to Your Recruitment Advertising Campaigns2: Becoming an Employer of Choice: An Investment Worth Considering3: Direct Sourcing: Alternatives and Options for Proactive Candidate Outreach4: Effective Telephone Screening Calls: An Incredible Time Saver for Initial Contact5: Identifying Candidates Who Stand Out Among Their Peers: Criteria to Help You Define the Best and Brightest Talent6: A Twist on Traditional Interviewing Questions: The “Career Coaching” Approach to Getting Inside Candidates’ Heads and Hearts7: Achievement-Anchored and Holistic Questions: Cutting to the Chase8: Hiring in Our Own Image: Likability Equals Compatibility9: 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 Line11: 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 Communication13: The Art of Successful Communication: Guidelines to Help Your Message Soar14: Human Nature: The Path of Least Resistance Is Avoidance15: Mediating Employee Disputes and Communication Breakdowns: The Strategy Behind Constructive Confrontation16: Bearing Bad News: The Creative Art of Give and Take17: Staff Meeting Tune-Ups: Upgrade Your Group Communication to Strengthen Team Performance18: Leadership SOS: Effective and Successful Turnaround Strategies for Failing Teams19: Addressing Uncomfortable Workplace Situations and Personal Style Issues20: Situational Coaching: How Do You “Coach Someone to Normal”?21: The Danger of “Off-the-Record” Conversations and Over-Promising Confidentiality22: 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 Creating24: Performance Reviews: The 800-Pound Gorilla in the Room25: Performance Reviews: Dealing Effectively with Incorrectly Assigned Individual Grades26: Performance Reviews: Correcting for Grade Inflation Across Your Department, Division, or Company27: Workplace Investigations: Understanding Your Role and Knowing Your Limits28: Workplace Investigations: Harassment, Discrimination, and a Cautionary Tale29: Effectively Invoking Attorney–Client Privilege30: The “E” in Email Stands for “Evidence”31: Progressive Discipline: Appropriate Documentation for Addressing Substandard Job Performance and Attendance Issues32: Progressive Discipline: Appropriate Documentation for Addressing Inappropriate Behavior and Misconduct Issues33: Writer Beware: “Codifying the Damage” or Documenting “Mental Element Qualifiers” Can Sink Your Ship in Court34: A Creative Alternative to Formal Corrective Action: Letters of Clarification35: Decision-Making Leaves: Dramatic Turnarounds Without a Lot of Drama36: 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 Workers38: 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 Practices40: Differentiating Between Performance and Conduct Issues: A Critical Distinction41: Sameness Versus Consistency: Looking at the Totality of Events42: Stopping Attitude Problems in Their Tracks43: Performance Appraisal Bombshells: Delivering Bad News for the First Time During the Annual Performance Review44: “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 Merit47: 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 First49: Wage and Hour Quagmires: Employee Classification and Overtime Considerations
Chapter 5: Inspiring Employee Engagement
50: Developing a Blueprint to Inspire and Motivate Your Team51: The Nature of Motivation: Rules and Myths that Inform Your Reality52: Creating an Environment in Which Employees Can Motivate Themselves in Light of Your Organization’s Changing Needs53: The Nature of Motivation: Five Steps for Quick Turnarounds54: Delegating as a Means of Professional Development, Not of Offloading Work55: The Holy Grail: Motivating Staff Without Money56: Salvaging Restless Top Performers by Instilling a Greater Sense of Career Engagement57: “Stay” Interviews Trump Counteroffers Every Time58: If You’re Going to Make a Counteroffer, Make Sure You Do It Right59: Recognizing Burnout and Reengaging Your Employees Based on Their Individual Needs60: Motivating Your Team After a Layoff or Termination: Healing the Wound61: Leading and Motivating Through Extreme Adversity: When Your Job Is on the Line62: 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 Performance64: Lessons from the HR Trenches: Wisdom and Experience to Benefit Frontline Leaders65: Putting Your Ethics “SOX” On: Your Reputation Is the Coin of the Realm66: Educating Entry-Level Workers About Ethical Issues That May Derail an Otherwise Successful (Early) Career67: Multigenerations at Work: Understanding Each Other’s Perspectives68: Integrating Newly Inherited Employees into Your Team69: Held Hostage by Underperformers: Strategic Group Turnarounds When a Team Is on the Brink of Failure70: Dealing with Employees in Crisis: A Blueprint for Proactive Management Intervention71: Encouraging Employees to Leave Your Company: When It’s Good for You and Good for Them72: Resignations: Properly Handling Employees Who Give Notice73: Terminations for Cause Versus Resignations by Mutual Consent74: The Proper Care and Handling of Your Company’s HR Team75: Inspirational Leadership: Some Final Thoughts
Index
About the Author
Free Sample from 2600 Phrases for Effective Performance Review
Copyright

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

	Acknowledgments
	Permissions
	Introduction
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 ...

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

by Paul Falcone

Contents

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