Chapter 4 : A Bird's-Eye View: Launching a Workforce PIan ・ lt leads tO needless confusion or even tension among your full-time employees, wh0 may wonder why the individual has been engaged, what his role is tO be, and what may be amiss that caused the need for a contingent worker in the first place. That kind Of speculation can lead t0 morale and productivity problems. ・ lt creates unnecessary pressure for the contingent staff whO must work with or near a group 0f people wh0 are puzzled by his mere presence. Here's a better approach: lnstead Of merely announcing that a contin- gent worker has been engaged, involve employees weeks earlier in the staffing process t0 help you clarify the scope 0f the department or proj- ect team's workload. ln many instances, staff members can Offer input about specific tasks that require attention or skills that are needed. Or they may provide creative solutions, such as reassigning certain activi- ties among themselves and carving out a particular function for the supplemental worker. This way, beforehand, as a team and under the supervision Of a manager, the entire workgroup can be clear about the scope and nature 0f the individual's engagement, how long the assign- ment is going tO last, and hOW the situation is going tO affect each Of them ()f at all). / Set up a plan. You need tO have a clear idea ー before the contingent worker arrives ー about the scope Of the project, when it should be com- pleted and, as appropriate, matters related tO quality. Just make sure that your expectations and those Of Other managers are realistic, partic- ularly regarding the difficulty Of the task. AISO, factor in the reality that even seasoned contingent workers need time tO acclimate themselves tO a new working environment. Again, Other staff members can provide valuable input in clarifying the scope Of work and the amount Of time it takes tO get specific tasks done. / Get the workplace ready. Ready means a number of things: You've communicated with the manager tO whom the individual will report and arranged an adequate workspace. Materials and supplies the worker needs are already there upon her arrival. The equipment must be free Of glitches: Computers have the latest versions Of software used by your company, the lnternet connection iS secure and fast, any neces- sary logon IDS and passwords are provided, and 0ther details have been addressed. Adjusting tO a new workplace is one 0f the constant chal- lenges that contingent workers face. Don't give them additional hoops tO jump through. / Make safety a priority. Be sure tO provide appropriate safety and health training, particularly for workers in manufacturing or Other nonoffice settings.

274 Part Ⅳ : DeveI 叩 ing Your EmpIoyees Some managers may feel that the performance appraisal meeting is the con- clusion Of the appraisal process. The truth is, the days following this session are alSO extremely important. You need tO explain tO managers or supervi- sors that providing adequate follow-up, including regular monitoring 0f employee progress toward performance development goalS' is key. Without sustained follow-up ー b0th formal and informal ー any input an employee receives is unlikely tO be long lasting. The employee and supervisor should have both short- and long-term meth- Ods tO review progress on the areas Of improvement discussed. They also should schedule specific dates tO dO SO. Many companies advise managers tO conduct interim meetings after six months, but the interval can be shorter or longer depending on the situation. Between these sessions, supervisors should be encouraged tO remain easily accessible SO employees can share thoughts, concerns, or suggestions on any Of the topics covered during the appraisal. Managers should understand the benefits 0f providing input t0 staff throughout the year. Ⅱ feedback is ongoing, nothing in the performance appraisal should come as a surprise tO employees.

238 Part Ⅳ : DeveIoping Your EmpIoyees can be invaluable when making the argument for additional training resources. training and j0b performance isn't always possible, but this type 0f hard data tions than the average employee base? Drawing a direct correlation between in their mastery Of a certain software program? DO more trainees Win promo- ees whO enrolled in a technical skills course shown noticeable improvement training, for example, report lower attrition rates for their staff? Have employ- individuals' supervisors for their assessment. DO those whO had leadership Of employees in the weeks and months after training, or tO follow up with the Because Of this, it's important tO observe the accomplishments or behavior initial reactions and Offer little insight intO the long-term value Of the training. The feedback you receive is useful but limited. Post-training surveys measure / Were the facilities adequate? / Would you recommend this program to other employees? / Were the instructional materials easy to follow and logical? / Was the instructor sensitive and responsive to the needs of the group? / Were the topics covered in the course directly relevant to your job? / Based on the course description, did the course meet your expectations? effectiveness Of your training sessions: Employees' answers tO the following survey questions can help you gauge the databases and available tO HR team members and line managers. You alSO can record survey responses online, With results organized intO want your employees t0 reflect for a short time prior t0 providing feedback. or even hours Of the session's conclusion, though in many instances you may

Chapter 7 : Narrowing Down the FieId: EvaIuating AppIicants testing thicket). When engaging a staffing firm, the recruiter Often handles testing ⅲ such areas as computer software skills. Employment tests come in all shapes and sizes. The following sections pro- vide a rundown 0f what they are, what they do, and how tO use them. 0 〃 e れ c s What do they は 0 ? Measure how skillful an applicant is at a particular task (word processing, for example) or how knowledgeable he is in a particular field. Why would yo use them? Proficiency tests measure skills that applicants need for successful jOb performance. These are usefulif a baseline of a par- ticular skill (usually trade related) is essential. How reliable are they? GeneraIIy quite good. This sort of testing has a good track record 0f validity in the business and industrial world. ス p 財 4 市 tests What do they do? Measure an applicant's capability to learn and perform a particular j0b and her capability t0 learn job-related skills or tasks. These tests fall into the following three basic categories: / Mental abilities: Often called cognitive s な , these measure intelligence, verbal reasoning, perceptual speed, and SO on. A classic example is the SAT, taken each year by college hopefuls. / Mechanical abilities: These tests gauge ability to recognize and visual- ize a mechanical relationship. For instance, applicants may be asked to distinguish between pulley and lever systems. / Psychomotor abilities: These test an individual's skill and/or ability to make certain bOdy movements or use certain senses. Why would yo use them? Aptitude and ability tests show a readiness to learn or perform a certain task. Whether you use them alone or in batteries Of tests, they help many organizations, including governments, select the most likely applicants for specific jObs. How reliable are they? Generally excellent to adequate so long as they don't violate antidiscrimination laws. (Again, you need tO make sure that hiring decisions based on the results Of such tests [or any tests] do not work to the disadvantage 0f groups covered by EEO legislation. ) PhysicaI 0 わ i 〃 Definition: An individual's health and physical condition or ability to perform certain tasks. 99

Part Ⅲ : Keeping Your Best PeopIe The likely resolution? Hybrid policies that combine traditional workers' compensation policies with disability insurance. Additionally, you may want tO consider a written agreement between the employer and telecommuter covering whO's responsible for what in the home. Work-related injuries in a home office, for example, are covered provided the home Office is in at least as safe a condition as the conventional Office. Some companies require a home safety inspection as part 0f the deal. The agreement also should cover what happens if any employer-provided equipment, such as a laptop, requires repair or replacement. The t 佃可 4 ln recent years, Congress and state legislative bodies have taken a more active role than ever in regulating many basic benefits policies, especially health insurance and 401 (k) retirement and pension plans. ln large part, increasing government involvement iS a response tO the well-publicized financial misconduct within some companies that triggered the failure Of their pension plans. The most worrisome possibility consists Of potential lawsuits from employees whO may claim that the company's healthcare provider failed tO provide adequate medical care. Amid this environment, corporations need tO be proactive in communicating the ins and outs Of their benefits plans t0 employees. The 3 な s 可〃朝阨 Offering most employee benefits is voluntary: You're under no legal obli- gation tO provide them. Three notable exceptions tO this rule are Social Security and Medicare, unemployment insurance, and workers' compensa- tion. The following sections take a brief 100k at each program. Sociat 硼イ e 市砌 Purpose: The Social Security system was originally designed to provide basic retirement income for all workers whO have contributed tO the plan and tO provide healthcare benefits tO Americans who are age 65 or OIder or who become disabled. You and your employees may be eligible t0 begin receiving payments as early as age 62 , but keep in mind that the benefit will be reduced permanently if it's taken this early. On the 0ther hand, if an individual delays applying for this benefit past the age 0f eligibility, the benefit will increase.

30 Part I: Scoping Outthe HR Ro 厄 As with most HR technology, there are many LMS vendors t0 choose from. A good system allows you tO administer and capture data tied tO all aspects Of your learning programs, including mobile platforms for employee learning on the go and SOCial components, WhiCh involve learning from trainers or even peers through informal online channels such as blogs. An LMS also can help you coordinate other efforts, such as mentoring and performance reviews, with your training efforts. Succession 4 49e e れ t sgstems ln Chapter 15 , I discuss the importance 0f developing a comprehensive suc- cession plan for your business. Here, I jump the gun a bit t0 briefly discuss succession management systems. Succession management applications can automate many Of the tasks associ- ated with succession planning. These can include laying out the necessary leadership and experience prerequisites for certain positions, as well as checklists that allow you tO track when employees have reached specific benchmarks. Some applications alSO let you map out what-if scenarios for instance, if a particular leader left the company unexpectedly, wh0 (if anyone) in the developmental process would be best positioned tO immedi- ately assume those new responsibilities. Succession software alSO can remove or, at the very least, mitigate some Of the subjective forces that can negatively impact succession management. ln Chapter 15 , I point out the pitfalls 0f choosing someone as a successor just because he's likeable. Although that impulse is natural from an emotional standpoint, succession systems can provide empirical evidence that the potential successor, however amiable, simply hasn't had enough experience or instruction tO emerge as the logical choice as successor. 朝 00S 加ク the s s Are t を′如財 When selecting HR systems, take the time t0 really shop. Speak with enough vendors tO give you an adequate overview Of the differences from product tO product. And don't be shortsighted with the questions you ask. Does the pro- posed system have the capacity tO grow as your business grows? What level and quality 0f support can you expect from your vendor? ln short, which system best fits your specialized needs ー now and in the future?

Chapter 15 : Win-Win: Adding VaIue through Career Development in new leadership, revisit your succession process tO pinpoint the source Of the shortfall. Was he Ⅲ prepared for the role, or did you over- estimate his leadership potential? / 、Ⅵ t do participants themselves think? Consider making succession participants part Of your evaluation process. What worked well for them? What was most impactful? What was least useful? / Are new 厄 de staying on? As ー discuss earlier ⅲ this chapter, it's just as important tO retain talented new leadership as it is tO develop it. Track leadership retention rates. Ⅱ your best people are leaving for Other companies, determine whether your compensation package is adequate by benchmarking against similar companies in similar indus- tries and markets. AISO, consider if the responsibilities Of the new posi- tion are sufficient t0 engage highly talented leaders. Boredom or a lack 0f opportunity will send your best and brightest out the door. / the flow of candidates consistent? Succession planning should be an ongoing process. Are your efforts providing the business with a reli- able supply 0f candidates, or are there occasional gaps that could pose a problem if an important position suddenly became available? Review your program tO see if you can make it more consistent across the board. / Make evaluation a habit. Just as succession planning shouldn't be an every-so-often consideration, SO, tOO, should your evaluation be an ongoing responsibility. NOt only does that allow you tO maintain close touch with the results Of your program, but it also lets you identify issues that may be impeding overall success. That gives you the oppor- tunity tO change and tweak elements Of the program before they grow intO more significant problems. Even if replacing a top job seems t00 far down the road to be important t0day, don't neglect succession planning. Life happens ー and you need tO expect the unexpected. 加 4 ん曜ん硼 s 加 One key tO career development is keeping people motivated. lt's not always easy for busy prospective leaders tO take time out tO acquire new skills as part 0f a formal professional development plan. They need to be recognized for their hard work at their "regular" jobs, as well as efforts they're making down the career development path. One reinforces the other. 2

272 Part Ⅳ : Dev 叩 i 四 Your EmpIoyees The 厄 g 飜 aspects of appraisal Depending upon hOW you develop and conduct employee claims wrongful dismissal, demotion, it, an appraisal system can dO one OftWO things failure tO promote, 0 「 similar action iS a care- with respectto your company'slegal exposure: fully documented record of unfavorable perfor- mance evaluations, coupled with an employee's / Unnecessarilyexposeyourcompanytothe inability 0 「 refusalto carry out suggestions tO danger Of discrimination 0 「 Other employ- correct poorwork 0 「 on-the-job behavior. ment-relatedlawsuits. Atthe sametime,you needtO be surethatyour / ・ P 「 ovide you 「 company with a strong appraisal system is defensible ifchallenged as defense if an employee 0 「 fO 「 me 「 employee violative Of local, state, or federal antidisc 「 imi- threatens a 厄 g 引 claim based on an unfa- nation laws. VO 「 able pe 「 sonnel action. Thebestdefensewhenanadverseemployment action iS taken fO 「 performance 「 easons and the P ′加ク′れ e ク株 t ル e 托ルれ ⅲ a well-managed company, most employees are probably performing ade- quately or better. However, some people simply don't take criticism well, no matter hOW minimal or appropriately delivered. ln any performance appraisal meeting, an employee whose work is being critiqued may very well become agitated, confrontational, verbally abusive, and, in very rare instances, vio- lent. Managers should be alerted tO this possibility and be prepared with a strategy for response. Here's some advice tO share with them: / Within reason, let the employee blow 0 難 steam. Don't respond, com- ment, or challenge the employee while he's agitated or angry. ⅲ certain situations, a calm, nonthreatening demeanor can defuse a situation. Give the employee adequate time tO get past the initial reaction and C001 off. / Don't feign agreement. The worst thing you can say in this sort of situa- tion is 、、 I can see why you're upset. "lt can very well set the employee Off again ("You're not the one wh0 was just t01d you're doing a lousy j0b ! つ . Even more important, the supervisor or manager conducting the meet- ing な the company for all practical purposes; it's inappropriate, and possibly legally risky, for the supervisor or manager tO communicate a personal viewpoint at Odds with the substantive content Of the review. / 、 Vhen the storm passes, continue the meeting. A lack of response usually ends most outbursts, and the employee quickly realizes that he's made a serious mistake. Accept any apology and move on. If the

52 Part Puttingthe Right PeopIe inthe Right PIaces / Create a friendly atmosphere. The more at home a company can make contingent workers feel, the more productive they're likely to be. You don't have tO go tO extreme lengths ー no need for a big welcome sign or a desk covered with roses. At the very least, however, make sure that the receptionist has been alerted ahead of time. Either you or someone in the department tO which the worker has been assigned should con- duct a mini-orientation: a quick tour Of the immediate work area and location Of restrooms, fire exits, lunchroom, vending machines, and any t001s that will be needed for the job. Take time to explain lunch-hour policies, security procedures, Office protocols, parking, and so on. / Be explicit about the tasks. One of the concerns that contingent work- ers WhO have unsatisfying work experiences VOice most often is that they're not given enough direction at the start of the assignment. Here's a general rule: The lengthier and more complex the assignment is, the more time you or a line manager needs tO spend on orientation and explaining the nature Of the assignment. Putting the instructions in writing is particularly useful. / Provide adequate supervision. Regardless of how busy your company is, make sure that you stay connected with the work of the contingent workers you engage. They're working under your direction. Check in with line managers and make sure that they're communicating well with contingent staff. Bear in mind that some people consider admitting that they don't know how tO dO something a sign of incompetence ー and, thus, waste an enormous amount of time trying to figure out for them- selves a problem that you or another staff member can solve in seconds. The manager and others within the department should encourage contingent workers tO ask questions when they don't understand something. / lntervene early. As important as it is for managers to provide clear direction tO contingent staff, sometimes the work simply isn't getting done properly. Let managers on your team know that if they're not pleased with the quality Of a contingent worker's contributions, they should contact you or the staffing firm immediately. / Don't settle. A reputable staffing firm won't argue with you if the person who's been sent tO your firm isn't doing a good job. The firm simply sends a replacement and handles communication directly with the individual (he's their employee, after all) regarding termination of the assignment. For everyone's sake, however, try tO be as specific as you can when expressing displeasure. Ⅱ you do a good job of telling the firm where the individual fell short, you're more likely to get a suitable replacement.