HR Strategies for Employee Engagement (Collection), Second Edition

Book description

3 indispensable books help HR professionals transform talent management, supercharge workforces, and optimize the entire HR function!

Three remarkable books offer indispensable, actionable solutions for finding, keeping, and engaging great employees, and optimizing all facets of the HR function. In Investing in People, renowned HR researchers Wayne F. Cascio and John W. Boudreau help HR practitioners choose, implement, and use metrics to improve decision-making, increase organizational effectiveness, and optimize the value of all HR investments. In 17 Rules Successful Companies Use to Attract and Keep Top Talent, top talent management consultant David Russo shows how to systematically build a workforce that’s truly engaged, committed, aligned with strategy, and capable of incredible performance. Russo reveals exactly what great companies do differently when it comes to managing their people – and shows how to apply those lessons in areas ranging from resourcing and compensation to leadership development and culture. In The Definitive Guide to HR Communication, Alison Davis and Jane Shannon offer dozens of practical tips for transforming employee-directed communications from boring to compelling. Organized around the employment cycle, this one-of-a-kind handbook gives HR pros an approach and specific techniques they can use every time they communicate – in any medium, whatever the goal!

From world-renowned leaders in human resources and employee communications, includingWayne F. Cascio, John W. Boudreau, David Russo, Alison Davis, and Jane Shannon

Table of contents

  1. Title Page
  2. Contents
  3. Investing in People: Financial Impact of Human Resource Initiatives, Second Edition
    1. Contents
    2. Acknowledgments
    3. About the Authors
    4. Preface
      1. Plan for the Book
    5. Chapter 1. Making HR Measurement Strategic
      1. How a Decision Science Influences HR Measurement
      2. Hitting the “Wall” in HR Measurement
      3. The LAMP Framework
      4. Conclusion
      5. Software to Accompany Chapters 3–11
      6. References
    6. Chapter 2. Analytical Foundations of HR Measurement
      1. Traditional Versus Contemporary HR Measures
      2. Fundamental Analytical Concepts from Statistics and Research Design
      3. Fundamental Analytical Concepts from Economics and Finance
      4. Conclusion
      5. References
    7. Chapter 3. The Hidden Costs of Absenteeism
      1. What Is Employee Absenteeism?
      2. The Logic of Absenteeism: How Absenteeism Creates Costs
      3. Analytics and Measures for Employee Absenteeism
      4. Case Study: From High Absenteeism Costs to an Actionable Strategy
      5. Other Ways to Reduce Absence
      6. Exercises
      7. References
    8. Chapter 4. The High Cost of Employee Separations
      1. The Logic of Employee Turnover: Separations, Acquisitions, Cost, and Inventory
      2. Pivotal Talent Pools with High Rates of Voluntary Turnover
      3. Voluntary Turnover, Involuntary Turnover, For-Cause Dismissals, and Layoffs
      4. How to Compute Turnover Rates
      5. Example: Separation Costs for Wee Care Children’s Hospital
      6. Training Costs
      7. Performance Differences Between Leavers and Their Replacements
      8. The Costs of Lost Productivity and Lost Business
      9. Process
      10. Exercise
      11. References
    9. Chapter 5. Employee Health, Wellness, and Welfare
      1. Health, Wellness, and Worksite Health Promotion
      2. Skyrocketing Health-Care Costs Brought Attention to Employee Health
      3. Two Broad Strategies to Control Health-Care Costs
      4. Logic: How Changes in Employee Health Affect Financial Outcomes
      5. The Typical Logic of Workplace Health Programs
      6. Legal Considerations and Incentives to Modify Lifestyles
      7. Analytics for Decisions about WHP Programs
      8. Measures: Cost Effectiveness, Cost-Benefit, and Return-on-Investment Analysis
      9. Solving the Analysis and Measurement Dilemmas to Improve Decisions about WHP Programs
      10. Improving Employee Welfare at Work: Employee Assistance Programs (EAPs)
      11. Future of Lifestyle Modification, WHP, and EAPs
      12. Exercises
      13. References
    10. Chapter 6. Employee Attitudes and Engagement
      1. Attitudes Include Satisfaction, Commitment, and Engagement
      2. Satisfaction, Commitment, and Engagement as Job Outcomes
      3. The Logic Connecting Employee Attitudes, Behaviors, and Financial Outcomes
      4. Employee Engagement and Competitive Advantage
      5. Employee Engagement and Service Climate
      6. Measures of Employee Attitudes
      7. Analytical Principles: Time Lags, Levels of Analysis, and Causal Ordering
      8. Estimating the Financial Impact of Employee Attitudes: The Behavior-Costing Approach
      9. A Final Word
      10. Exercises
      11. References
    11. Chapter 7. Financial Effects of Work-Life Programs
      1. “Remixing” Rewards
      2. Special Issues Parents Face
      3. Work-Life Programs: What Are They?
      4. Logical Framework
      5. Analytics and Measures: Connecting Work-Life Programs to Outcomes
      6. Stock Market Reactions to Work-Life Initiatives
      7. Process
      8. Exercises
      9. References
    12. Chapter 8. Staffing Utility: The Concept and Its Measurement
      1. A Decision-Based Framework for Staffing Measurement
      2. Framing Human Capital Decisions Through the Lens of Utility Analysis
      3. Overview: The Logic of Utility Analysis
      4. Utility Models and Staffing Decisions
      5. Process: Supply-Chain Analysis and Staffing Utility
      6. Conclusion
      7. Exercises
      8. References
    13. Chapter 9. The Economic Value of Job Performance
      1. Pivotal Talent at Disney Theme Parks
      2. Logic: Why Does Performance Vary Across Jobs?
      3. Analytics: The Role of SDy in Utility Analysis
      4. Measures: Estimating the Monetary Value of Variations in Job Performance (SDy)
      5. The Estimate of SDy
      6. Process: How Accurate Are SDy Estimates, and How Much Does It Matter?
      7. Exercises
      8. References
    14. Chapter 10. The Payoff from Enhanced Selection
      1. The Logic of Investment Value Calculated Using Utility Analysis
      2. Measuring the Utility Components
      3. Analytics: Results of the Utility Calculation
      4. Process: Making Utility Analysis Estimates More Comparable to Financial Estimates
      5. How Talent Creates “Compound Interest:” Effects of Employee Flows on Utility Estimates
      6. Analytics: Calculating How Employee Flows Affect Specific Situations
      7. Logic: The Effects of a Probationary Period
      8. Logic: Effects of Job Offer Rejections
      9. Logic: The Effect of Multiple Selection Devices
      10. Process: It Matters How Staffing Processes Are Used
      11. Cumulative Effects of Adjustments
      12. Dealing with Risk and Uncertainty in Utility Analysis
      13. Process: Communicating the Impact of Utility Analyses to Decision Makers
      14. Employee Selection and the Talent Supply Chain
      15. Exercises
      16. References
    15. Chapter 11. Costs and Benefits of HR Development Programs
      1. The Relationship Between Training Expenditures and Stock Prices
      2. Utility Analysis Approach to Decisions about HRD Programs
      3. Break-Even Analysis Applied to Proposed HRD Programs
      4. Costs: Off-Site Versus Web-Based Meetings
      5. Process: Enhancing Acceptance of Training Cost and Benefit Analyses
      6. Conclusion
      7. Exercises
      8. References
    16. Chapter 12. Talent Investment Analysis: Catalyst for Change
      1. Better Answers to Fundamental Questions
      2. Intangible Does Not Mean “Unmeasurable”
      3. The HC BRidge Framework as a Meta Model
      4. Lighting the LAMP of Organization Change
      5. References
    17. Appendix A. The Taylor-Russell Tables
    18. Appendix B. The Naylor-Shine Table for Determining the Increase in Mean Criterion Score Obtained by Using a Selection Device
      1. Using the Table
    19. Index
    20. Financial Times Press
  4. 17 Rules Successful Companies Use to Attract and Keep Top Talent: Why Engaged Employees Are Your Greatest Sustainable Advantage
    1. Praise for 17 Rules Successful Companies Use to Attract and Keep Top Talent
    2. Contents
    3. Foreword: Great Teams, Great People, Great Leaders
    4. Acknowledgments
    5. About the Author
    6. Introduction
    7. 1. Understand Why Employees Come and Why They Stay
      1. From Indentured Servants to Labor Unions: A History of Employer-Employee Relations
      2. Why People Work
    8. 2. Play “Win-Win” with Your Employees (and Allow Them to Be All They Can Be—for Self and Company)
    9. 3. Cultivate Leadership, Not Management, and Know the Difference!
    10. 4. Provide Ample and Appropriate Resources
    11. 5. Demand Contribution; Be Worthy of Receiving It
      1. Motivating For and Evaluating Employee Contribution
    12. 6. Applaud Effort; Reward Contribution
      1. Managing Out the Nonperformers
    13. 7. Cheerlead; The “Magic” of M&Ms
    14. 8. Build a Workplace on a Foundation of Respect
    15. 9. Cultivate the Risk-Trust Dynamic
    16. 10. Make Room for Fun in the Workplace (Nurture Lightheartedness/Levity)
      1. What I Learned from Marie Montessori
    17. 11. Create Opportunities for Employee “Alignment” with Vision, Values, and Mission
    18. 12. Understand Human Capital
    19. 13. Treat Employees as “Volunteers”
    20. 14. Know Your Culture
      1. What Makes a Great Work Culture?
      2. How Does Cuture Evolve?
      3. Nurturing Culture
    21. 15. Understand the Nature of Change and Prepare Your Employees to Embrace It
    22. 16. Cultivate Organizational Ethics; Demand and Reward Ethical Behavior
    23. 17. The Last and Overarching Rule: Tell the Truth! (and a Few Action Items to Grow On)
      1. Last Rules
    24. Index
  5. The Definitive Guide to HR Communication: Engaging Employees in Benefits, Pay, and Performance
    1. Table of Contents
    2. Acknowledgments
    3. About the Authors
    4. Introduction
      1. Effective HR Communication: How to Get Employees to Pay Attention, Understand What’s Changing, and Take Action
      2. “Help!” Cry HR Managers
      3. Why Don’t Employees Pay Attention?
      4. What’s Wrong with This Picture?
      5. A Fresh Approach
      6. How This Book Can Help
      7. Doing It Right Means a Better Bottom Line
    5. Part I. Taking a New Approach
      1. 1. Know Your Employees
        1. What Demographics Can Reveal About Employees
        2. What You Can Learn from Demographics
        3. Learning from Key Facts
        4. Four Key Demographics to Explore
        5. The 401(k) Challenge
        6. A Detailed Profile
        7. Use Focus Groups to Explore Needs and Preferences
        8. Executive Compensation
        9. Checklist for Knowing Your Employees
      2. 2. Treat Your Employees Like Customers
        1. How to Sell Employees on the Value of Working for Your Company
        2. How Marketers Begin: By Knowing Their Customers
        3. Employees at a Financial Company
        4. Profile
        5. What’s the One Thing You Would Change?
        6. Protect Your Pay
        7. Checklist for Treating Your Employees as Customers
      3. 3. Plan and Manage Communication
        1. Start Each Communication Project by Asking Great Questions
        2. Use the Answers to These Questions to Establish a Goal and Objectives
        3. What’s the Difference Between a Goal and an Objective?
        4. Questioning Helps Identify Personal Agendas, Too
        5. Is It an E-mail or a Video? Or Is It Another Solution Desperately Seeking a Problem to Solve?
        6. Manage HR Communication Projects Effectively
        7. Create Award-Winning Communications and Communication Plans
        8. Describe Your Communication Project Succinctly
        9. Establish an Appropriate Budget
        10. The Truth About Killing Trees
        11. And When There Is No Money . . . Sigh
        12. Checklist to Manage Your Communication Project Effectively
      4. 4. Frame Your Message
        1. “Go Hollywood” to Create a High Concept
        2. Long-Term Disability Gets the “High Concept” Treatment
        3. Use the Inverted Pyramid to Organize Your Message
        4. An Inverted Pyramid for Long-Term Disability
        5. Leverage the 1-3-9-27 Formula to Structure Content
        6. Filling in the Blanks
        7. Checklist for Framing Your Message
      5. 5. Write Simply and Clearly
        1. Earn Points for Doing It Well
        2. A Few Good Ws (and an H)
        3. Create a Checklist to Guide Employees Through a Process
        4. Define Terms in a Sidebar for Easy Reference
        5. A Short Story
        6. Checklist for Writing Simply
      6. 6. Leverage Visuals
        1. Visuals Persuade
        2. Visuals Explain
        3. Take Text to the Next Level
        4. Put Simple Graphics to Work
        5. Take a Picture
        6. Create Shortcuts Using Icons
        7. Make Complex Concepts Simple Through Infographics
        8. When You Don’t Have Money for Graphic Designers
        9. Checklist for Leveraging Visuals
      7. 7. Use the Right Tool for the Job
        1. A Thought About Tools
        2. Review the Tools in Your Tool Kit
        3. Deciding on the Best Tool
        4. Celebrating Your New and Improved Dental Plan
        5. Using Each Tool Effectively
        6. To the Point
        7. Another Thought About Tools
        8. Still Another Thought About Tools
        9. What’s the Fastest-Growing Advertising Venue?
        10. Location, Location, Location
        11. Everybody into the Pool!
        12. A Final Thought About Tools
        13. Summing Up: Put Every Tool to Work
        14. Checklist for Choosing the Right Tool for the Job
      8. 8. Make Meetings Meaningful—and Support Managers
        1. First, the Bad News
        2. Our Mission for Meetings
        3. Come Together
        4. What About Web Meetings?
        5. Support Your Local Manager
        6. The Five-Minute Manager
        7. Try a Meeting in a Box
        8. Helping Managers Understand a New Compensation Plan
        9. Checklist for Making Meetings Meaningful (and Helping Managers)
      9. 9. Measure Effectiveness
        1. Defining Effectiveness
        2. Survey Essentials
        3. Creating a Research Report
        4. A Benefits Survey
        5. Checklist for Measuring Communication Effectiveness
    6. Part II. Communicating in Key Situations
      1. 10. Recruiting
        1. “We Want Only the Best and Brightest”
        2. Keys to Successful Recruiting Communications
        3. What It Costs to Bring in a Bad Fit
        4. Google, Our Role Model
        5. John Deere Profiles
        6. The J.M. Smucker Company
        7. Using Video Clips to Acquire Hard-to-Get Talent
        8. Checklist for Recruiting Talent
      2. 11. Orientation
        1. Welcome Aboard!
        2. Before You Begin
        3. “My First Week”
        4. Set Up Managers for Success
        5. “What Should We Be Doing?”
        6. Translate the Manager’s Role into Action
        7. That Special Day: The Orientation Program
        8. A New Format for Your Orientation Program
        9. Fun Facts
        10. Example: ZS Associates Invests in New Employees
        11. Positive Feedback for NEO
        12. Checklist for Giving New Employees What They Need to Be Successful
      3. 12. Policies
        1. Here’s What I Expect from You and What You Can Expect from Me
        2. Policies: The Short Form
        3. Here’s Your Friendly Handbook. Don’t Be Frightened. It Won’t Bite
        4. Our Happy Handbook
        5. Do Your Homework Before Producing Your Handbook
        6. Financial Services Firm
        7. Desperately Seeking Information
        8. Keep the Language Conversational—Please, No Legalese
        9. About ID Cards
        10. Encourage Employees to Use the Handbook as a Resource
        11. Put a Title on Your Work
        12. Measure Results
        13. Bring Policies to Life
        14. Communicate Life Events When Policies, Programs, and Benefits Intersect
        15. Checklist for Making the Most of All That Your Company Offers
      4. 13. Benefits
        1. “My Head Hurts”
        2. Is Eight Your Lucky Number?
        3. What You Can Learn by Asking
        4. How Walnut Keeps It Simple
        5. Walnut Says, “Print It”
        6. Keeping Track
        7. Walnut Measures Success
        8. Checklist for Helping Employees Understand Their Benefits So That They Know What to Do
      5. 14. Compensation
        1. Beware the Black Box
        2. Money Does Not Equal Motivation
        3. The Magic Number Is 5
        4. Checklist for Getting Value from Your Substantial Investment in Compensation
      6. 15. Performance Management
        1. It’s Report Card Time!
        2. What Is Performance Management?
        3. What Do Employees Want?
        4. Begin with Company Goals
        5. How We Articulate Our Goals
        6. Connecting the Dots if Your Company Is Large
        7. Does Everyone Understand Your Performance Management System?
        8. Lorraine’s Performance Management Plan
        9. What if Your System Is Complicated?
        10. The Big Picture
        11. Teaching Managers to Fish
        12. Help Managers Know What Really Improves Performance
        13. Checklist for Communicating Performance Management
      7. 16. Saving for Retirement
        1. Hey, Can We Get Some Help Over Here?
        2. You’re Ready for Your Simple Four-Step Program!
        3. Not Algebra, But . . .
        4. Stock Options 101
        5. How to Get Smarter and Richer
        6. How to Give Advice When You Can’t Give Advice
        7. “Tell Me How You Got to Be So Rich”
        8. More Stories
        9. When You’re Announcing a New Plan, Write Your Own Story
        10. The Beauty and Art of Illustrations
        11. Personalize to Make a Point
        12. Checklist for Helping Employees Achieve Their Financial Goals
      8. 17. Leaving the Company
        1. “You Say Good-bye, and I Say Hello”
        2. “Good News: I’m Resigning”
        3. We Regret to Inform You . . .
        4. Communication Principles
        5. The Worst Day Ever: Layoffs
        6. A Good Layoff
        7. When a Reorganization Leads to a Layoff
        8. Hundreds of Questions, and Their Answers
        9. Checklist for Communicating as Employees Leave the Company
    7. Endnotes
      1. Introduction
      2. Chapter 1
      3. Chapter 2
      4. Chapter 5
      5. Chapter 6
      6. Chapter 7
      7. Chapter 10
      8. Chapter 14
      9. Chapter 16
    8. Index
    9. FT Press Financial Times
  6. Talent Force: A New Manifesto for the Human Side of Business
    1. What Others are Saying About Talent Force!
    2. Table of Contents
    3. Foreword
    4. Acknowledgments
    5. About the Authors
    6. Preface
    7. Introduction
    8. 1. The Quality Talent Imperative
      1. The Talent to Move a Nation
      2. Zimbabwe’s Displaced Agricultural Talent Force
      3. New Zealand’s Muffled Boom
    9. 2. Talent Market Demands
      1. The Only Constant Is Change
      2. Generational Change
      3. Immigration
      4. Offshoring
      5. Emerging Talent Markets
      6. Recruiting-Specific Trends
      7. Measuring Talent
      8. The Demand for a New Approach
    10. 3. Building a Competitive Talent Organization
      1. Recruiting Models: A Look Back
      2. Emerging Recruitment Practices
      3. The Strategic Integration Point Person
      4. Clarian Health’s Proactive Talent Organization
      5. New Recruiting Tools, Structures, and Processes
      6. Creating Your Talent Plan
      7. Aligning with Marketing
    11. 4. The Cultural Obsession of Work
      1. Cutting Through the Clutter—the Importance of a Talent Brand
      2. What Is a Talent Brand?
      3. Getting Started
      4. Making It Real
      5. Targeting the Effort
      6. Using Technology to Reach Talent
    12. 5. Building a Talent Community
      1. Forming Technology-Enabled Relationships
      2. The "Sticky" Talent Web: Collecting Participants
      3. Stuck in the Web: Capturing the Relationship
      4. Qualifying the Candidate
      5. New Alliances, New Opportunities, New Ways to Add Business Value
    13. 6. Tangible Talent Measurement
      1. Talent Metrics
      2. Planning for Future Talent Gaps at All Levels
      3. Private Planning, Public Accountability
      4. Free Talent Zones—Using Talent to Drive Economic Development
    14. 7. Talent Goes on Offense
      1. The Talent Demand Cycle
      2. Talent Knows: The Information Equation
      3. Truth in Advertising Takes On a New Meaning
      4. The Importance of Your Virtual Lobby
      5. The New Interview
    15. 8. Relationship Recruiting (Still) Rules
      1. The Human Touchpoint
      2. The Evangelist Culture
      3. Succession, Development, and Planting the Seed
      4. The First Face to Face
      5. Continuous Improvement: The Key to a Lasting Competitive Advantage
      6. The Gracious Recruiter
    16. 9. Talent Forces of Tomorrow
      1. Internet Job Postings Go the Way of Newspaper Classifieds
      2. Podcasting, VCasts, and Feeds
      3. The Advertising/Marketing Force Meets the Talent Force
      4. The Television Industry "Gets It": Just About Everyone Works
      5. Talent Personalization
      6. The Force of Change
    17. Index

Product information

  • Title: HR Strategies for Employee Engagement (Collection), Second Edition
  • Author(s): Wayne Cascio, John Boudreau, David Russo, Alison Davis, Jane Shannon
  • Release date: December 2011
  • Publisher(s): Pearson
  • ISBN: 9780132931465