book

HR Strategies for Employee Engagement (Collection), Second Edition

by Wayne Cascio, John Boudreau, David Russo, Alison Davis, Jane Shannon

December 2011

Intermediate to advanced

912 pages

25h 45m

English

Pearson

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Plan for the Book
How a Decision Science Influences HR MeasurementHitting the “Wall” in HR MeasurementThe LAMP FrameworkConclusionSoftware to Accompany Chapters 3–11References
Traditional Versus Contemporary HR MeasuresFundamental Analytical Concepts from Statistics and Research DesignFundamental Analytical Concepts from Economics and FinanceConclusionReferences
What Is Employee Absenteeism?The Logic of Absenteeism: How Absenteeism Creates CostsAnalytics and Measures for Employee AbsenteeismCase Study: From High Absenteeism Costs to an Actionable StrategyOther Ways to Reduce AbsenceExercisesReferences

The Logic of Employee Turnover: Separations, Acquisitions, Cost, and InventoryPivotal Talent Pools with High Rates of Voluntary TurnoverVoluntary Turnover, Involuntary Turnover, For-Cause Dismissals, and LayoffsHow to Compute Turnover RatesExample: Separation Costs for Wee Care Children’s HospitalTraining CostsPerformance Differences Between Leavers and Their ReplacementsThe Costs of Lost Productivity and Lost BusinessProcessExerciseReferences
Health, Wellness, and Worksite Health PromotionSkyrocketing Health-Care Costs Brought Attention to Employee HealthTwo Broad Strategies to Control Health-Care CostsLogic: How Changes in Employee Health Affect Financial OutcomesThe Typical Logic of Workplace Health ProgramsLegal Considerations and Incentives to Modify LifestylesAnalytics for Decisions about WHP ProgramsMeasures: Cost Effectiveness, Cost-Benefit, and Return-on-Investment AnalysisSolving the Analysis and Measurement Dilemmas to Improve Decisions about WHP ProgramsImproving Employee Welfare at Work: Employee Assistance Programs (EAPs)Future of Lifestyle Modification, WHP, and EAPsExercisesReferences
Attitudes Include Satisfaction, Commitment, and EngagementSatisfaction, Commitment, and Engagement as Job OutcomesThe Logic Connecting Employee Attitudes, Behaviors, and Financial OutcomesEmployee Engagement and Competitive AdvantageEmployee Engagement and Service ClimateMeasures of Employee AttitudesAnalytical Principles: Time Lags, Levels of Analysis, and Causal OrderingEstimating the Financial Impact of Employee Attitudes: The Behavior-Costing ApproachA Final WordExercisesReferences
“Remixing” RewardsSpecial Issues Parents FaceWork-Life Programs: What Are They?Logical FrameworkAnalytics and Measures: Connecting Work-Life Programs to OutcomesStock Market Reactions to Work-Life InitiativesProcessExercisesReferences
A Decision-Based Framework for Staffing MeasurementFraming Human Capital Decisions Through the Lens of Utility AnalysisOverview: The Logic of Utility AnalysisUtility Models and Staffing DecisionsProcess: Supply-Chain Analysis and Staffing UtilityConclusionExercisesReferences
Pivotal Talent at Disney Theme ParksLogic: Why Does Performance Vary Across Jobs?Analytics: The Role of SDy in Utility AnalysisMeasures: Estimating the Monetary Value of Variations in Job Performance (SDy)The Estimate of SDyProcess: How Accurate Are SDy Estimates, and How Much Does It Matter?ExercisesReferences
The Logic of Investment Value Calculated Using Utility AnalysisMeasuring the Utility ComponentsAnalytics: Results of the Utility CalculationProcess: Making Utility Analysis Estimates More Comparable to Financial EstimatesHow Talent Creates “Compound Interest:” Effects of Employee Flows on Utility EstimatesAnalytics: Calculating How Employee Flows Affect Specific SituationsLogic: The Effects of a Probationary PeriodLogic: Effects of Job Offer RejectionsLogic: The Effect of Multiple Selection DevicesProcess: It Matters How Staffing Processes Are UsedCumulative Effects of AdjustmentsDealing with Risk and Uncertainty in Utility AnalysisProcess: Communicating the Impact of Utility Analyses to Decision MakersEmployee Selection and the Talent Supply ChainExercisesReferences
The Relationship Between Training Expenditures and Stock PricesUtility Analysis Approach to Decisions about HRD ProgramsBreak-Even Analysis Applied to Proposed HRD ProgramsCosts: Off-Site Versus Web-Based MeetingsProcess: Enhancing Acceptance of Training Cost and Benefit AnalysesConclusionExercisesReferences
Better Answers to Fundamental QuestionsIntangible Does Not Mean “Unmeasurable”The HC BRidge Framework as a Meta ModelLighting the LAMP of Organization ChangeReferences
Using the Table
Praise for 17 Rules Successful Companies Use to Attract and Keep Top TalentContentsForeword: Great Teams, Great People, Great LeadersAcknowledgmentsAbout the Author
From Indentured Servants to Labor Unions: A History of Employer-Employee RelationsWhy People Work
Motivating For and Evaluating Employee Contribution
Managing Out the Nonperformers
What I Learned from Marie Montessori
What Makes a Great Work Culture?How Does Cuture Evolve?Nurturing Culture
Last Rules
Effective HR Communication: How to Get Employees to Pay Attention, Understand What’s Changing, and Take Action“Help!” Cry HR ManagersWhy Don’t Employees Pay Attention?What’s Wrong with This Picture?A Fresh ApproachHow This Book Can HelpDoing It Right Means a Better Bottom Line
What Demographics Can Reveal About EmployeesWhat You Can Learn from DemographicsLearning from Key FactsFour Key Demographics to ExploreThe 401(k) ChallengeA Detailed ProfileUse Focus Groups to Explore Needs and PreferencesExecutive CompensationChecklist for Knowing Your Employees
How to Sell Employees on the Value of Working for Your CompanyHow Marketers Begin: By Knowing Their CustomersEmployees at a Financial CompanyProfileWhat’s the One Thing You Would Change?Protect Your PayChecklist for Treating Your Employees as Customers
Start Each Communication Project by Asking Great QuestionsUse the Answers to These Questions to Establish a Goal and ObjectivesWhat’s the Difference Between a Goal and an Objective?Questioning Helps Identify Personal Agendas, TooIs It an E-mail or a Video? Or Is It Another Solution Desperately Seeking a Problem to Solve?Manage HR Communication Projects EffectivelyCreate Award-Winning Communications and Communication PlansDescribe Your Communication Project SuccinctlyEstablish an Appropriate BudgetThe Truth About Killing TreesAnd When There Is No Money . . . SighChecklist to Manage Your Communication Project Effectively
“Go Hollywood” to Create a High ConceptLong-Term Disability Gets the “High Concept” TreatmentUse the Inverted Pyramid to Organize Your MessageAn Inverted Pyramid for Long-Term DisabilityLeverage the 1-3-9-27 Formula to Structure ContentFilling in the BlanksChecklist for Framing Your Message
Earn Points for Doing It WellA Few Good Ws (and an H)Create a Checklist to Guide Employees Through a ProcessDefine Terms in a Sidebar for Easy ReferenceA Short StoryChecklist for Writing Simply
Visuals PersuadeVisuals ExplainTake Text to the Next LevelPut Simple Graphics to WorkTake a PictureCreate Shortcuts Using IconsMake Complex Concepts Simple Through InfographicsWhen You Don’t Have Money for Graphic DesignersChecklist for Leveraging Visuals
A Thought About ToolsReview the Tools in Your Tool KitDeciding on the Best ToolCelebrating Your New and Improved Dental PlanUsing Each Tool EffectivelyTo the PointAnother Thought About ToolsStill Another Thought About ToolsWhat’s the Fastest-Growing Advertising Venue?Location, Location, LocationEverybody into the Pool!A Final Thought About ToolsSumming Up: Put Every Tool to WorkChecklist for Choosing the Right Tool for the Job
First, the Bad NewsOur Mission for MeetingsCome TogetherWhat About Web Meetings?Support Your Local ManagerThe Five-Minute ManagerTry a Meeting in a BoxHelping Managers Understand a New Compensation PlanChecklist for Making Meetings Meaningful (and Helping Managers)
Defining EffectivenessSurvey EssentialsCreating a Research ReportA Benefits SurveyChecklist for Measuring Communication Effectiveness
“We Want Only the Best and Brightest”Keys to Successful Recruiting CommunicationsWhat It Costs to Bring in a Bad FitGoogle, Our Role ModelJohn Deere ProfilesThe J.M. Smucker CompanyUsing Video Clips to Acquire Hard-to-Get TalentChecklist for Recruiting Talent
Welcome Aboard!Before You Begin“My First Week”Set Up Managers for Success“What Should We Be Doing?”Translate the Manager’s Role into ActionThat Special Day: The Orientation ProgramA New Format for Your Orientation ProgramFun FactsExample: ZS Associates Invests in New EmployeesPositive Feedback for NEOChecklist for Giving New Employees What They Need to Be Successful
Here’s What I Expect from You and What You Can Expect from MePolicies: The Short FormHere’s Your Friendly Handbook. Don’t Be Frightened. It Won’t BiteOur Happy HandbookDo Your Homework Before Producing Your HandbookFinancial Services FirmDesperately Seeking InformationKeep the Language Conversational—Please, No LegaleseAbout ID CardsEncourage Employees to Use the Handbook as a ResourcePut a Title on Your WorkMeasure ResultsBring Policies to LifeCommunicate Life Events When Policies, Programs, and Benefits IntersectChecklist for Making the Most of All That Your Company Offers
“My Head Hurts”Is Eight Your Lucky Number?What You Can Learn by AskingHow Walnut Keeps It SimpleWalnut Says, “Print It”Keeping TrackWalnut Measures SuccessChecklist for Helping Employees Understand Their Benefits So That They Know What to Do
Beware the Black BoxMoney Does Not Equal MotivationThe Magic Number Is 5Checklist for Getting Value from Your Substantial Investment in Compensation
It’s Report Card Time!What Is Performance Management?What Do Employees Want?Begin with Company GoalsHow We Articulate Our GoalsConnecting the Dots if Your Company Is LargeDoes Everyone Understand Your Performance Management System?Lorraine’s Performance Management PlanWhat if Your System Is Complicated?The Big PictureTeaching Managers to FishHelp Managers Know What Really Improves PerformanceChecklist for Communicating Performance Management
Hey, Can We Get Some Help Over Here?You’re Ready for Your Simple Four-Step Program!Not Algebra, But . . .Stock Options 101How to Get Smarter and RicherHow to Give Advice When You Can’t Give Advice“Tell Me How You Got to Be So Rich”More StoriesWhen You’re Announcing a New Plan, Write Your Own StoryThe Beauty and Art of IllustrationsPersonalize to Make a PointChecklist for Helping Employees Achieve Their Financial Goals
“You Say Good-bye, and I Say Hello”“Good News: I’m Resigning”We Regret to Inform You . . .Communication PrinciplesThe Worst Day Ever: LayoffsA Good LayoffWhen a Reorganization Leads to a LayoffHundreds of Questions, and Their AnswersChecklist for Communicating as Employees Leave the Company
IntroductionChapter 1Chapter 2Chapter 5Chapter 6Chapter 7Chapter 10Chapter 14Chapter 16
The Talent to Move a NationZimbabwe’s Displaced Agricultural Talent ForceNew Zealand’s Muffled Boom
The Only Constant Is ChangeGenerational ChangeImmigrationOffshoringEmerging Talent MarketsRecruiting-Specific TrendsMeasuring TalentThe Demand for a New Approach
Recruiting Models: A Look BackEmerging Recruitment PracticesThe Strategic Integration Point PersonClarian Health’s Proactive Talent OrganizationNew Recruiting Tools, Structures, and ProcessesCreating Your Talent PlanAligning with Marketing
Cutting Through the Clutter—the Importance of a Talent BrandWhat Is a Talent Brand?Getting StartedMaking It RealTargeting the EffortUsing Technology to Reach Talent
Forming Technology-Enabled RelationshipsThe "Sticky" Talent Web: Collecting ParticipantsStuck in the Web: Capturing the RelationshipQualifying the CandidateNew Alliances, New Opportunities, New Ways to Add Business Value
Talent MetricsPlanning for Future Talent Gaps at All LevelsPrivate Planning, Public AccountabilityFree Talent Zones—Using Talent to Drive Economic Development
The Talent Demand CycleTalent Knows: The Information EquationTruth in Advertising Takes On a New MeaningThe Importance of Your Virtual LobbyThe New Interview
The Human TouchpointThe Evangelist CultureSuccession, Development, and Planting the SeedThe First Face to FaceContinuous Improvement: The Key to a Lasting Competitive AdvantageThe Gracious Recruiter
Internet Job Postings Go the Way of Newspaper ClassifiedsPodcasting, VCasts, and FeedsThe Advertising/Marketing Force Meets the Talent ForceThe Television Industry "Gets It": Just About Everyone WorksTalent PersonalizationThe Force of Change

Content preview from HR Strategies for Employee Engagement (Collection), Second Edition

Foreword

No leader achieves anything of true, lasting value alone. Whatever great things you aim to accomplish, whatever changes you’re determined to drive, you need others to make it happen: others working together in teams. Therefore, building great teams ought to be your highest priority.

(That really ought to be self-evident. Sadly, though, I’ve seen plenty of organizations where it’s not. Those organizations fail: nowadays, sooner, rather than later.)

Given their importance, how do you develop great teams? What are the foundational elements central to success?

To begin with, great teams require talented individuals who have the specific skills and know-how to get the job done. They must receive the resources they need: money, people, time, ...

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Engaged Leadership: Building a Culture to Overcome Employee Disengagement, 2nd Edition

Publisher Resources

ISBN: 9780132931465

HR Strategies for Employee Engagement (Collection), Second Edition

by Wayne Cascio, John Boudreau, David Russo, Alison Davis, Jane Shannon

Foreword

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.

You might also like

Engaged Leadership: Building a Culture to Overcome Employee Disengagement, 2nd Edition

The Definitive Guide to HR Communication: Engaging Employees in Benefits, Pay, and Performance

Employee Relations Management

The Manager's Employee Engagement Toolbox

Publisher Resources

Foreword

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,and much more.

You might also like

Engaged Leadership: Building a Culture to Overcome Employee Disengagement, 2nd Edition

The Definitive Guide to HR Communication: Engaging Employees in Benefits, Pay, and Performance

Employee Relations Management

The Manager's Employee Engagement Toolbox

Publisher Resources

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.