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1. Human Resources Kit FOR DUMMIES 3RD EDITION

Chapter 15 : Win-Win: Adding VaIue through Career 0W可叩 ment Low-cost employee recognition perks 259 NOt every employee recognition award has tO be p 「 icey. Here a 「 e several budget-conscious alternatives: / Time 0 幵 0 「 ext 「 a vacation days / Dinne 「 at a localrestaurant ( 0 「 a ・ 'lunch on me" coupon) / A designated employee-of-the-month park- ing spot / Tickets tO the movies 0 「 a sporting 0 「 cul- tu 「 event / Abouquetofflowers / A department picnic tO celeb 「 ate the achievement / GoIf 0 「 tennis lessons ()r inst 「 uction in the SPOÄ師 pastime Ofthe employee's choice) / A box of fine chocolates / A book by the staff membe 「 's favorite autho 「 An additional note: lfyou 面 hand out employee 「 ecognition awards,they may be subject tO taxation by thelnternal Revenue Service. Seek 厄 g 引 advice ifyou need help dete 「 mining which awards are taxable. Some employers tack on a little extra tO Offset an employee's tax liability. スイ i れな at ルれ 4 イ CO な at ルれ Even an established recognition program doesn't run itself. You need a capa- ble administrator. If you're handling your company's HR function, that point person may well be you. Ⅱ not, it's helpfulto have one person charged with the administrative and technical duties Of running the program. That makes overall administration and troubleshooting that much easier. One Of the key components Of sound program administration is communication. Don't let yours exist in a vacuum. Even the most appealing employee recogni- tion program will prove ineffective if employees don't know that it's available. Make sure that your staff members know which programs are in place and what the criteria are for WhO receives awards. Many firms use company intranets for such news. The initiative will be more successfulif it has support from all levels Of management ー and employees are made aware Of this. Senior manage- ment buy-in and j0int ownership ensures that the effort doesn't sit solely ー and potentially languish ー on one person's ()r department's) shoulders. ″ 4 れ市れ out 4 曜曜 : The i れ AIthough recognition can be handled in a personal one-on-one setting, it's Often more effective tO make the event public ー in a variety Of ways. That can help maintain enthusiasm and high levels 0f participation.

2. Human Resources Kit FOR DUMMIES 3RD EDITION

Chapter 6 : You, the TaIent Scout: Recruiting f0 「 Your Team about an organization's culture, management, and pay practices and even learn the questions potential hires can expect tO be asked during a jOb inter- view. Such reviews can bolster ー or greatly harm ー your firm's reputation among in-demand candidates. MY advice: Monitor what's being said about your company on these sites, and be prepared tO counter a comment or claim you disagree with. Techn010gy moves very quickly, and ー can't 0ffer you specific advice in this area, but you may want tO think about whether you need a social media presence. Yes, there's a lOt tO consider ー which social networks you'll jOin, whO will run the sites, what resources will be needed tO maintain an active presence ー but it's worth addressing these types 0f questions now if you haven't done SO already. As with all technology-based t001s, keep in mind that, although social network- ing sites such as Linkedln can be useful ⅲ recruiting, they are no substitute for the value Of in-person networks and reputable recruiters. Anyone in an HR role whO has unlimited time and resources can identify jOb candidates online. Recruiting professionals meet with the candidates they place tO determine their suitability for various j0bs and Often provide skills testing and select ref- erence checking. This is time you don't have tO spend on these activities. The best firms alSO fill a consultative role, helping you develop an effective overall staffing strategy. NO technology, no matter how popular, is a cure-all for your recruiting challenges. lt can be an important part Of your efforts, but it can't entirely replace all Other recruiting methods. The wide world of socialnetworks Facebook, LinkedIn. Twitter, and Goog 厄 + (http://plus . google . com) a 「 e among the largest and best-known social networks. But you may not want tO limit yourself tO these services on Ⅳ . New ones a 「 e constantly eme 「 ging and Offe 「 - ing new takes on the online SOCial expe- rience. Pinterest (WWW . pinterest . com) is a photo-sharing platform that laul,ched in 2010 and has quickly amassed millions Of users.lt may seem tO have limited useforhiring managers, butthink again: Some jOb seekers have begun tO posttheir résumés tO the site. SO , keep in mind that the se 「 vices that a 「 e mostpopular inthe United States are notneces- sarilyhousehold nameselsewhereintheworld. If you' 「 e 「 ecruiting fO 「 overseas positions,the following sites may be Of greater use tO you: Xing (www.xing. C0司, p 叩 ular in Germany; Viadeo (www . viadeo . com), prevalent in China and F 「 ance; and Orkut ( w. 0 て ku し . com), well known in Brazi い ndia, and Japan. The pointhere isthattheworld ofsocial media and online networking is changing rapidly, and you have tO stay current with emerging trends tO take full advantage Of this recruiting source.

3. Human Resources Kit FOR DUMMIES 3RD EDITION

0 Part 止 Putting the Right PeopIe ⅲ the Right PIaces requirement. Risky 0 n 止 Questions regarding age when age is not a bona fide job Questions 0kay t0 ask: None. Discriminatory: 、、 Are you renting, or dO you own your home?" (May be considered discriminatory against minorities. ) Risky ground: Questions about housing aimed at revealing financial status. Questions 0kay t0 ask: 、 'Where d0 you live?" 、、 HOW long have you lived here?" Discriminatory: 、 'Are you a U. S. citizen?" origin. Risky ground: Questions that may Oblige a candidate tO indicate national right tO remain and work in the United States?" Questions Okay tO ask: 、 'lf hired, will you be able tO prove that you have the Where were your parents born?" Discriminatory: 、、 What sort Of an accent is that?" "Where were you born?" cant and the applicant's parents' places 0f birth. or native language or that Of family members. That also applies t0 the appli- Risky ground: Questions related tO the candidate's national origin, ancestry, Questions 0kay tO ask: None. questions. Question Reference Sheet on the CD t0 help you avoid potentially problematic During the interview, you can use the Nondiscriminatory lnterview didate's personallife. Keep your questions focused on the jOb requirements and away from the can-

4. Human Resources Kit FOR DUMMIES 3RD EDITION

Part Putting the Right PeopIe in the Right 円 aces G. ′ 0 / Network. Talk to colleagues, associates, and people in other companies whO use testing. Ask if their testing has been successful. / Local colleges or other organizations sometimes offer skills assessment assistance or programs. Check them out. A final word 0f advice on testing: Remember that your company is ultimately responsible for any testing that you conduct. EEOC guidelines treat online testing in the same manner as paper-and-pencil tests. Given that this is legally a very complex area, consult with an attorney before implementing a hiring test 0f any kind. Also, be sure t0 carefully manage the data you collect through these tests. Limit the number Of people with access to this information to the fewest possible in order to protect the confidentiality of the candidates you test. For more on testing and other pre-employment evaluation measures, see Chapter 9. 乙な t ′ th 邵 e ルⅣ曜 's : ″ 0 曜加ク either a lack Of interest or halfhearted commitment. sonable effort tO contact you tO make alternative arrangements demonstrate initiative ー candidates whO fail tO return the call or who don't make a rea- she should return your call the next day. This request can be a good test of time frame (such as in the morning or between 2 p. m. and 5 p. m. ) when Ⅱ the candidate isn't available, and you need to leave a message, suggest a consistent with your questions SO you can fairly compare job hopefuls. tions for a more comprehensive evaluation and assessment. The key is t0 be for a basic preliminary evaluation, 30 minutes if you want to ask deeper ques- 15 minutes with jOb applicants. lt typically can take from 15 to 30 minutes Estimate how long you'll need tO effectively conduct a telephone interview list Of questions tO ask. See the Sample Phone lnterview Questions for Hiring Managers on the CD for a emerge among applicants wh0 are a good fit for your firm. and cover letters carefully, noting questions to ask. You'll likely see a pattern viduals tO call in for an interview. Before calling a candidate, review résumés dates, conducting a telephone interview can help you narrow the list of indi- After you've sorted through résumés and selected the most promising candi-

5. Human Resources Kit FOR DUMMIES 3RD EDITION

Chapter 7 : Narrowing Down the FieId: EvaIuating AppIicants / Chronological, where all work-related information appears in a timeline sequence / Functional, where the information appears in various categories (skills, achievements, qualifications, and SO on) ln the past, the general rule was that candidates trying t0 hide something, such as gaps in their work history, wrote functional résumés. But because a well-rounded background ()n conjunction with one's specialty area) can prove an asset, the functional résumé is now more accepted. The key point tO keep in mind: Don't automatically become suspicious about either type Of resume. Some applicants use a combination Of the tWO formats, presenting a capsule Of what they believe are their most important qualifications and accomplish- ments, together with a chronological work history. Before diving intO that pile Of résumés, consider the following observations: / NO job applicant in her right mind is going t0 put derogatory or unflat- tering information in her own résu 一 . / Many résumés are professionally prepared, designed tO create a win- ning, but not necessarily accurate, impression. / Résumé evaluation is tedious, no matter what. You may need to sift through the stack several times. Have plenty Of aspirin, coffee, or tea handy. / If you don't d0 any résumé evaluation at all ()r delegate it to the wrong person), you're likely t0 miss that diamond in the rough ー that ideal employee wh0 unfortunately has poor résumé-drafting skills. R イ加 9 between the ″ s NOW that more and more people are using outside specialists or software applications tO prepare their résumés, getting an accurate picture Of a can- didate's strengths simply by reading his résumé is more difficult than ever. Even SO, here are some Of the résumé characteristics that generally (although not always) describe a candidate worth interviewing: / L03 Of details: Although applicants are generally advised to avoid wordiness, the more detailed they are in their descriptions Of what they did and accomplished in previous jobs, the more reliable ()s a rule) the information iS. / A history of stability and advancement: The applicant's work history should show a steady progression intO greater responsibility and more important positions. But don't go by jOb titles alone; 100k at what the candidate actually did and what skills she acquired. Assess how impor- tant the work was t0 the company involved. GeneraIIy, t00, you should 89

6. Human Resources Kit FOR DUMMIES 3RD EDITION

86 Part 止 Putting the Right PeopIe in the Right PIaces The e の耘 t ル 0 ー the 池 s 財 Legend has it that Leonardo da Vinci created history's first résumé. (He wrote a letter in 1482 t0 the Duke of MiIan outlining his skills and ways he could be 0f use ⅲ fortifying the duke's territories. ) HOW far we've come. Résumés are received electronically today as Microsoft Word documents, PDFs, or HTML files rarely as paper documents sent by mail. ln fact, you may receive a link t0 a candidate's LinkedIn(wwuv ・ :-~ linkedin. com) profile or Other online biography and no 、、 résumé" at all. MOSt employers, however, dO request a résumé after receiving a link to an online profile, but, in the not-so-distant future, the profile may be all that's exchanged. Candidates whO cut and paste résumés intO e-mails or within various fields in an online form instead 0f uploading a formatted document are usually advised tO pay close attention tO how it 100ks before hitting Send or Submit. Some online forms can change the format Of what's pasted into them. Candidates whO take the time tO correct any formatting issues may deserve extra points from you as you review submissions. When you're hiring, don't be surprised to see some of the following in addition t0 the conventional printed résumé. AIthough none of the follow- ing approaches is widespread yet, many j0b seekers are exploring options beyond the traditional résumé in an attempt tO stand out from the crowd: / Video résumés: A video résumé is a on to two-minute video that allows the candidate tO discuss her achievements and credentials while also giving potential employers a sense Of whO she is and hOW she presents herself. Video résumés have been around since the days of VHS tapes, but they've enjoyed a bit of a resurgence in the last few years thanks to the growing use 0f webcams and YouTube. / Social network-enabled services: This category includes a whole host of services that have a common thread: They piggyback on a job seeker's SOCial networks, scanning the person's connections and biographical or professional data tO create a profile that is relevant and appealing t0 hiring managers. Each service offers slightly different features. For example,ldentified . identified. com) assigns a numeric value tO a person's connections and jOb experience for easy evaluation. BranchOut ( ÜW. branchout . com) helps users identify connections at target companies through Faceb00k (www. facebook. com). The point tO keep in mind here is that this is a rapidly changing area that is now just beginning t0 emerge as a job-hunt tool.

7. Human Resources Kit FOR DUMMIES 3RD EDITION

46 Part 止 Puttingthe Right PeopIe inthe Right PIaces 、 N G! CO t 加ク e れ t 曜 0 e Contingent 田 or 々 e are employees of a staffing firm, which, for a fee, assigns them tO client companies tO augment the client's employees or provide skills and knowledge not available internally to the client. This category includes temporary tO full-time staffing but not independent contractors. Staffing firms employing contingent workers are required tO pay whatever payroll taxes are required by law and must withhold applicable state, federal, and local taxes. AS with all three Of the worker relationships, contingent workers can be either full time or part time and either short term or long term. Correctly defining contingent workers can be tricky for someone beginning in an HR ro 厄 ()r anyone, for that matter) because there are no uniform, com- monly understood terms used tO describe them. ln fact, contingent workers Often are described collectively and interchangeably as temporary, contract, interim, leased, or project-based workers; consultants; or Other designations. For the purposes of this book, I use the term contingent when referring to workers in this category (again, excluding independent contractors). Contingent workers represent the fastest growing segment of the workforce, and the tasks they perform are no longer primarily administrative or clerical. lndeed, the world Of contingent workers now includes doctors, teachers, and lawyers ー even CEOS. For this reason, I discuss contingent workers in more detail in the next section Of this chapter. ルイ bpe れイれ t CO れ t ctO StrictIy defined, an independent contractor controls the methods and means of performing her tasks and is responsible t0 the company she's working with only for the results. The company engaging the independent contractor has no tax liability and almost no Other administrative responsibility other than paying the invoice and reporting payments on 1099 forms. Exercise extreme caution before you accept that any individual working with your organization is truly an independent contractor. The independent contrac- tor work model has come under attack in recent years. Companies relying on services provided by independent contractors are subject tO being targeted for audit, investigation, and even litigation for not treating those contractors as employees. ln particular, federal and state government agencies have stepped up investigation and enforcement Of worker classification. Consult a knowledge- able and experienced attorney for help in this sensitive area. For clarity with regard tO worker classification,l consistently use the term co ル 〃 ge 田 or 々 e throughout this b00k whenever I refer t0 individuals employed by a staffing firm and assigned tO a client company ー even when the workers are professional-level specialists, an increasingly likely scenario in today's business world.

8. Human Resources Kit FOR DUMMIES 3RD EDITION

232 Part Ⅳ : DeveIoping Your EmpIoyees ル 0 se c 耘 ss 0 t 加加 With in-house classroom training, the traditional and most familiar form of training, employees gather in a classroom and are led through the program by an instructor. These sessions occur on- or off-site and can be facilitated by trainers whO are either employees themselves or outside specialists. MOSt companies have moved away from lecture-style sessions. Best practices for classroom training now include / Using simulations and a hands-on approach that offer participants prac- tical experience and practice / Providing individuals with interactive exercises designed to better pre- pare them for their work when they return from the class The main advantage tO classroom training (apart from its familiarity) is that it provides ample opportunities for group interaction and sociallearning and gives instructors a chance tO motivate the group and address the individual needs Of students. Maximize the time in class together by building in as many hands-on exercises as possible. Consider providing background information or requiring prereading before the class meets SO everyone is adequately pre- pared for the session. ln-house classroom training requires considerable administrative support (coor- dinating schedules, reserving training space, and SO on ). SO , in most cases, for larger companies with far-flung offices, this form Of training can entail major expense (travel and lodging, for example), which isn't directly connected tO the learning experience. A method that may circumvent this problem is to use videoconferencing tO connect remote learners tO the in-house training session. Remember, though, that videoconferencing entails expenses of its own. ′ 0 SSiO れ 4 ー assoc 0 れ conferences れイ 財み″ C se 加 4 Professional association conferences and seminars can provide a wealth 0f information on a broad array Of tOPiCS and professional issues. ()ften, asso- ciations rotate the location Of such events from one city tO another. That can make it more convenient for certain members tO attend, depending on the proximity Of the conference or seminar. Associations are well aware Of the issues that are most important to their mem- bers, and they tailor programs accordingly. Conferences and seminars so Offer opportunities tO meet Other members to exchange insight and viewpoints. Like Other training options, however, the cost of travel and lodging can be a significant issue. Additionally, because some conferences can be quite large,

9. Human Resources Kit FOR DUMMIES 3RD EDITION

Part Ⅲ : Keeping Your Best PeopIe / Employees receive a fair and equitable wage for the work they perform. / Payroll costs are in line with the overallfinancial health Of your company ・ / The basic philosophy of compensation is clearly understood by your employees and has the strong support 0f managers and employees alike. / The pay scale for various jobs in the company reflects the relative importance 0f the j0b and the skills required. / Pay scales are competitive enough with those Of other employers in your region and industry SO that you're not constantly seeing competi- tors hire your top employees away. / Compensation policies are in line with state and federal laws involving minimum wages and exempt or nonexempt classifications. / Compensation policies are keeping pace with the changing nature Of today's labor market ー particularly in recruiting and retaining your company's top performers. The first step in creating a compensation system is embracing a compen- sation philosophy ー a set Of criteria that becomes the basis for wage and salary discussions. Here are some questions you may want tO ask yourself as you formulate this philosophy: / Are you going tO make your basic salaries simply competitive with the going rate for employers in your area and/or in your industry or higher? ′ Are you going t0 establish a structured pay scale for specific jobs in your company, or are you going tO tie salaries tO individuals, basing pay on the qualities and potential 0f the person filling the j0b? / To what extent are the monetary rewards you offer your employees going tO take the form Of salary, performance bonuses, or benefits? / Are salaries based on employee performance or on Other factors, such as how long staff members stay with you or what skills or credentials they bring t0 the j0b? / Are you going tO award bonuses on the basis Of individual performance, tie bonuses tO company results, or use a combination Of the tWO? Keep in mind that no specific answers are right or wrong for every situation. What's important is that your compensation philosophy takes into account your company's mission and goals. If your goal is t0 become the dominant company in your industry within five years, you'll probably need t0 offer generous wage-and-benefit packages tO attract the people wh0 can fuel your growth. And you may need t0 pay highly talented employees a little more than market value tOday SO you can reap the benefit Of their contributions three or four years from now. If your goal is tO improve productivity, you most likely want tO tie compensation tO performance and productivity. You start with your goals and work forward from there.

10. Human Resources Kit FOR DUMMIES 3RD EDITION

Part 慊 Putting the Right PeopIe ⅲ the Right PIaces N\NG! When important: For jobs that require physical abilities (for example, the ability t0 lift packages 0f a certain weight if this is vital t0 j0b performance). HOW tO measure: Any number Of testing methodologies can test an individu- al's physical ability tO perform a j0b. Requiring a physical or medical examination before employment is illegal under federallaw. Employers may test for physical agility or ability if it's a legitimate j0b requirement under federallaw, but they may d0 SO only after they have extended a conditional Offer 0f employment t0 the candidate. AISO, you must consistently administer the same test tO Other successful candidates conditionally offered employment for the same position. Before you decide that some physical attribute or ability is necessary for the j0b, however, keep in mind that a number Of fire departments around the country have been suc- cessfully sued because Of their physical tests. Likewise, physical or medical examinations may be unlawful under applicable state law. HOW reliable are they? Depends on who administers the exam, but they can be quite effective. ル′ sona ″イ内ん % グ ttests What do they dO? Measure certain personality characteristics, such as assertiveness, resiliency, temperament, or stability. This group Of tests alSO includes interest inventories, WhiCh claim tO ShOW hOW close an individual's interests match those Of a particular occupational group. These tests are gen- erally lengthy and sometimes involve elaborate and complex scoring keys t0 predict different personality profiles and traits. There are a number 0f apti- tude/style indicators available, ranging from the Myers-Briggs Type lndicator and NEO PersonaIity lnventory tO the Hogan PersonaIity lnventory. Many more are available online. Be careful when selecting a personality indicator ()r any Other kind Of test) tO make sure that the one you choose is b0th legal and appropriate for hiring. Personality testing is rarely lawful and subject tO rigorous requirements even when it is permitted. You should consult an attorney experienced in this area before considering implementing or using such testing. Why would yo use them? This sort of testing is designed to uncover per- sonality traits that make good employees ー or those that make bad employ- ees. Because personality is a component Of jOb performance, finding out all you can about an applicant's personality can help predict his performance. How reliable are they? Depends on wh0 you ask. These types Of tests were originally designed t0 diagnose mental disorders, and even for that purpose and ⅲ the hands 0f trained professionals they Often leave much tO be desired. A primary problem is that the results aren't always crystal clear and sometimes need professional interpretation. If this kind Of information is nec- for example, you're looking for people essary tO your evaluation process whO can fit intO a certain work team or have certain personality traits that