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
- Title Page
- Contents
-
Investing in People: Financial Impact of Human Resource Initiatives, Second Edition
- Contents
- Acknowledgments
- About the Authors
- Preface
- Chapter 1. Making HR Measurement Strategic
- Chapter 2. Analytical Foundations of HR Measurement
- Chapter 3. The Hidden Costs of Absenteeism
-
Chapter 4. The High Cost of Employee Separations
- The Logic of Employee Turnover: Separations, Acquisitions, Cost, and Inventory
- Pivotal Talent Pools with High Rates of Voluntary Turnover
- Voluntary Turnover, Involuntary Turnover, For-Cause Dismissals, and Layoffs
- How to Compute Turnover Rates
- Example: Separation Costs for Wee Care Children’s Hospital
- Training Costs
- Performance Differences Between Leavers and Their Replacements
- The Costs of Lost Productivity and Lost Business
- Process
- Exercise
- References
-
Chapter 5. Employee Health, Wellness, and Welfare
- Health, Wellness, and Worksite Health Promotion
- Skyrocketing Health-Care Costs Brought Attention to Employee Health
- Two Broad Strategies to Control Health-Care Costs
- Logic: How Changes in Employee Health Affect Financial Outcomes
- The Typical Logic of Workplace Health Programs
- Legal Considerations and Incentives to Modify Lifestyles
- Analytics for Decisions about WHP Programs
- Measures: Cost Effectiveness, Cost-Benefit, and Return-on-Investment Analysis
- Solving the Analysis and Measurement Dilemmas to Improve Decisions about WHP Programs
- Improving Employee Welfare at Work: Employee Assistance Programs (EAPs)
- Future of Lifestyle Modification, WHP, and EAPs
- Exercises
- References
-
Chapter 6. Employee Attitudes and Engagement
- Attitudes Include Satisfaction, Commitment, and Engagement
- Satisfaction, Commitment, and Engagement as Job Outcomes
- The Logic Connecting Employee Attitudes, Behaviors, and Financial Outcomes
- Employee Engagement and Competitive Advantage
- Employee Engagement and Service Climate
- Measures of Employee Attitudes
- Analytical Principles: Time Lags, Levels of Analysis, and Causal Ordering
- Estimating the Financial Impact of Employee Attitudes: The Behavior-Costing Approach
- A Final Word
- Exercises
- References
- Chapter 7. Financial Effects of Work-Life Programs
- Chapter 8. Staffing Utility: The Concept and Its Measurement
-
Chapter 9. The Economic Value of Job Performance
- Pivotal Talent at Disney Theme Parks
- Logic: Why Does Performance Vary Across Jobs?
- Analytics: The Role of SDy in Utility Analysis
- Measures: Estimating the Monetary Value of Variations in Job Performance (SDy)
- The Estimate of SDy
- Process: How Accurate Are SDy Estimates, and How Much Does It Matter?
- Exercises
- References
-
Chapter 10. The Payoff from Enhanced Selection
- The Logic of Investment Value Calculated Using Utility Analysis
- Measuring the Utility Components
- Analytics: Results of the Utility Calculation
- Process: Making Utility Analysis Estimates More Comparable to Financial Estimates
- How Talent Creates “Compound Interest:” Effects of Employee Flows on Utility Estimates
- Analytics: Calculating How Employee Flows Affect Specific Situations
- Logic: The Effects of a Probationary Period
- Logic: Effects of Job Offer Rejections
- Logic: The Effect of Multiple Selection Devices
- Process: It Matters How Staffing Processes Are Used
- Cumulative Effects of Adjustments
- Dealing with Risk and Uncertainty in Utility Analysis
- Process: Communicating the Impact of Utility Analyses to Decision Makers
- Employee Selection and the Talent Supply Chain
- Exercises
- References
-
Chapter 11. Costs and Benefits of HR Development Programs
- The Relationship Between Training Expenditures and Stock Prices
- Utility Analysis Approach to Decisions about HRD Programs
- Break-Even Analysis Applied to Proposed HRD Programs
- Costs: Off-Site Versus Web-Based Meetings
- Process: Enhancing Acceptance of Training Cost and Benefit Analyses
- Conclusion
- Exercises
- References
- Chapter 12. Talent Investment Analysis: Catalyst for Change
- Appendix A. The Taylor-Russell Tables
- Appendix B. The Naylor-Shine Table for Determining the Increase in Mean Criterion Score Obtained by Using a Selection Device
- Index
- Financial Times Press
-
17 Rules Successful Companies Use to Attract and Keep Top Talent: Why Engaged Employees Are Your Greatest Sustainable Advantage
- Praise for 17 Rules Successful Companies Use to Attract and Keep Top Talent
- Contents
- Foreword: Great Teams, Great People, Great Leaders
- Acknowledgments
- About the Author
- Introduction
- 1. Understand Why Employees Come and Why They Stay
- 2. Play “Win-Win” with Your Employees (and Allow Them to Be All They Can Be—for Self and Company)
- 3. Cultivate Leadership, Not Management, and Know the Difference!
- 4. Provide Ample and Appropriate Resources
- 5. Demand Contribution; Be Worthy of Receiving It
- 6. Applaud Effort; Reward Contribution
- 7. Cheerlead; The “Magic” of M&Ms
- 8. Build a Workplace on a Foundation of Respect
- 9. Cultivate the Risk-Trust Dynamic
- 10. Make Room for Fun in the Workplace (Nurture Lightheartedness/Levity)
- 11. Create Opportunities for Employee “Alignment” with Vision, Values, and Mission
- 12. Understand Human Capital
- 13. Treat Employees as “Volunteers”
- 14. Know Your Culture
- 15. Understand the Nature of Change and Prepare Your Employees to Embrace It
- 16. Cultivate Organizational Ethics; Demand and Reward Ethical Behavior
- 17. The Last and Overarching Rule: Tell the Truth! (and a Few Action Items to Grow On)
- Index
-
The Definitive Guide to HR Communication: Engaging Employees in Benefits, Pay, and Performance
- Table of Contents
- Acknowledgments
- About the Authors
- Introduction
-
Part I. Taking a New Approach
- 1. Know Your Employees
- 2. Treat Your Employees Like Customers
-
3. Plan and Manage Communication
- Start Each Communication Project by Asking Great Questions
- Use the Answers to These Questions to Establish a Goal and Objectives
- What’s the Difference Between a Goal and an Objective?
- Questioning Helps Identify Personal Agendas, Too
- Is It an E-mail or a Video? Or Is It Another Solution Desperately Seeking a Problem to Solve?
- Manage HR Communication Projects Effectively
- Create Award-Winning Communications and Communication Plans
- Describe Your Communication Project Succinctly
- Establish an Appropriate Budget
- The Truth About Killing Trees
- And When There Is No Money . . . Sigh
- Checklist to Manage Your Communication Project Effectively
- 4. Frame Your Message
- 5. Write Simply and Clearly
- 6. Leverage Visuals
-
7. Use the Right Tool for the Job
- A Thought About Tools
- Review the Tools in Your Tool Kit
- Deciding on the Best Tool
- Celebrating Your New and Improved Dental Plan
- Using Each Tool Effectively
- To the Point
- Another Thought About Tools
- Still Another Thought About Tools
- What’s the Fastest-Growing Advertising Venue?
- Location, Location, Location
- Everybody into the Pool!
- A Final Thought About Tools
- Summing Up: Put Every Tool to Work
- Checklist for Choosing the Right Tool for the Job
- 8. Make Meetings Meaningful—and Support Managers
- 9. Measure Effectiveness
-
Part II. Communicating in Key Situations
- 10. Recruiting
-
11. Orientation
- Welcome Aboard!
- Before You Begin
- “My First Week”
- Set Up Managers for Success
- “What Should We Be Doing?”
- Translate the Manager’s Role into Action
- That Special Day: The Orientation Program
- A New Format for Your Orientation Program
- Fun Facts
- Example: ZS Associates Invests in New Employees
- Positive Feedback for NEO
- Checklist for Giving New Employees What They Need to Be Successful
-
12. Policies
- Here’s What I Expect from You and What You Can Expect from Me
- Policies: The Short Form
- Here’s Your Friendly Handbook. Don’t Be Frightened. It Won’t Bite
- Our Happy Handbook
- Do Your Homework Before Producing Your Handbook
- Financial Services Firm
- Desperately Seeking Information
- Keep the Language Conversational—Please, No Legalese
- About ID Cards
- Encourage Employees to Use the Handbook as a Resource
- Put a Title on Your Work
- Measure Results
- Bring Policies to Life
- Communicate Life Events When Policies, Programs, and Benefits Intersect
- Checklist for Making the Most of All That Your Company Offers
- 13. Benefits
- 14. Compensation
-
15. Performance Management
- It’s Report Card Time!
- What Is Performance Management?
- What Do Employees Want?
- Begin with Company Goals
- How We Articulate Our Goals
- Connecting the Dots if Your Company Is Large
- Does Everyone Understand Your Performance Management System?
- Lorraine’s Performance Management Plan
- What if Your System Is Complicated?
- The Big Picture
- Teaching Managers to Fish
- Help Managers Know What Really Improves Performance
- Checklist for Communicating Performance Management
-
16. Saving for Retirement
- Hey, Can We Get Some Help Over Here?
- You’re Ready for Your Simple Four-Step Program!
- Not Algebra, But . . .
- Stock Options 101
- How to Get Smarter and Richer
- How to Give Advice When You Can’t Give Advice
- “Tell Me How You Got to Be So Rich”
- More Stories
- When You’re Announcing a New Plan, Write Your Own Story
- The Beauty and Art of Illustrations
- Personalize to Make a Point
- Checklist for Helping Employees Achieve Their Financial Goals
- 17. Leaving the Company
- Endnotes
- Index
- FT Press Financial Times
-
Talent Force: A New Manifesto for the Human Side of Business
- What Others are Saying About Talent Force!
- Table of Contents
- Foreword
- Acknowledgments
- About the Authors
- Preface
- Introduction
- 1. The Quality Talent Imperative
- 2. Talent Market Demands
- 3. Building a Competitive Talent Organization
- 4. The Cultural Obsession of Work
- 5. Building a Talent Community
- 6. Tangible Talent Measurement
- 7. Talent Goes on Offense
- 8. Relationship Recruiting (Still) Rules
- 9. Talent Forces of Tomorrow
- Index
Product information
- Title: HR Strategies for Employee Engagement (Collection), Second Edition
- Author(s):
- Release date: December 2011
- Publisher(s): Pearson
- ISBN: 9780132931465
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