検索対象: Human Resources Kit FOR DUMMIES 3RD EDITION
Chapter 15 : Win-Win: Adding VaIue through Career Development Low-cost employee recognition perks 259 NOt every employee 「 ecognition award has tO be pricey. Here a 「 e several budget-conscious alte 「 natives: / Time 0 幵 0 「 extra vacation days / Dinner 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- tural event / A bouquet Of flowers / A department picnic tO celeb 「 ate the achievement / GO げ 0 「 tennis lessons ( 0 「 instruction in the sport 0 「 pastime Ofthe employee's choice) / A box of fine chocolates / A book bythe staff member's ねV0 「 ite author An additionalnote: lfyou d0 hand out employee 「 ecognition awa 「 ds,they may be subject tO taxation by thelnternaIRevenue Service. Seek 厄 g advice ifyou need help dete 「 mining which awards are taxable. Some employe 「 s tack on a little extra tO Offset an employee's tax liability. ス イ i な at ル れ 4 イ CO icat ル れ Even an established recognition program doesn't run itself. You need a capa- ble administrator. Ⅱ you're handling your company's HR function, that point person may well be you. If 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 ow 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 jOint ownership ensures that the effort doesn't sit solely ー and potentially languish ー on one person's ()r department's) shoulders. ″ 4 市 out 4 : The i 可 胆 砿 ツ 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.
346 Human Resources Kit FO 「 Dummies, 3 「 d Edition Customer Ca Ⅱ you have trouble with the CD, please call Wiley Product Technical Support at 800-762-2974. Outside the United States, call 317-572-3994. You also can contact Wiley Product TechnicaI Support at http : / / support . wi ley. co 皿 John WiIey & Sons, lnc. , will provide technical support only for installation and other general quality-controlitems. For technical support on the applica- tions themselves, consult the program's vendor or author. TO place additional orders or tO request information about Other Wiley products, please call 877-762-2974.
Chapter 11 : Ensuring a Competitive Compensation Structure / Experience and education: TO a certain extent (and in particular occu- pations more than others), you see a fairly reliable correlation between employee productivity and their education level and experience. Be careful, however, not tO take this principle t00 far. More education and greater experience don't always translate intO better work. people whO are overqualified for positions, for example, can prove less productive than individuals with less experience or less education. The key here is tO make sure that a logical connection exists between the employee s education and experience and the basic requirements Of the jOb. / past job performance: ln theory, at least, you should pay more t0 work- ers whO can demönstrate that they produce more. The challenge is putting this simple idea int0 practice. TO d0 SO effectively, you need t0 address the following questions: ・ What barometers are you using tO measure jOb performance, and hOW dO they tie in tO your strategic objectives? If you're evaluat- ing customer service specialists, for example, are you interested in quantity ー the number Of inquiries handled in a specific time frame ー or are you more concerned about the satisfaction level reported in customer surveys? Ⅱ you're evaluating the perfor- mance Of technical service personnel, are you going tO key pay levels tO technical proficiency or their ability tO interact with others? ・ Who's responsible for measuring performance? ls it the employee's immediate supervisor, or dO you use a team-based approach tO performance evaluation? What recourse dO employees have WhO take issue with your evaluations? Ⅱ they don't think the perfor- mance criteria are fair, can they take their case tO someone Other than their supervisor? ・ Are the performance criteria you're using tO reward performance. discriminatory in any way? ln Other words, does any aspect Of your company's jOb performance criteria favor one gender over another, individuals under 40 years 0f age compared t0 those 40 and Older, or one ethnic group over another? / Seniority: Length of service has long been a factor in the pay scales in most industries ー unionized industries in particular. The rationale iS that loyalty is valued and should be rewarded. The downside: NO strong evidence suggests that seniority and productivity in any way directly correlate. / Potential: Some companies justify higher pay for certain individuals because they consistently demonstrate the potential tO become excep- tional producers or managers. This consideration is generally why com- paratively unskilled, inexperienced college graduates may receive extra compensation if they enter management trainee programs. 1 71
360 Human Resources Kit FO 「 Dummies, 3 「 d Edition success Of HR professionals (continued) line managers, sensitivity tO needs and agendas 0f, 330 marketing mindset, developing, 328 model behavior, 329 overview, 327 position initiatives as bottom-line benefits, 328 staying on leading edge, 331 tendency tO rush, avoiding, 329 SuccessFactors, 25 succession management systems, 29 ー 30 succession planning assessing outcomes, 254255 creating plans, 250 developing candidates, 253 ー 254 flexible understanding with candidates, 252 ー 253 overview, 249 pinpointing candidates, 251 selecting candidates outside company, technology ⅲ , 254 urgency 0f, 249 ー 250 supervision Of contingent workers, 52 S urveys employee, 218 ー 220 needs-assessment, 227 ー 228 post-training, 237 ー 238 system requirements, CD, 337 tablets, loaning tO employees, 216 talent management systems (TMSs) LMSs, 29 ー 30 overview, 29 performance appraisal systems, 29 252 succession management systems, 29 ー 30 talent Of employees, placement according tO, 38 ー 39 t as ks clarification during onboarding, 154155 instructions for contingent workers, 52 teams bonuses, 178 capacity for teamwork, measuring in jOb candidates, 129 incorporating contingent workers intO, 50 ー 53 opportunities, 218 Technical Stuff icon, 6 technical support, CD, 346 technology. See 0 な 0 social media choosing systems, 30 ー 31 general discussion, 17 growth 0f HR-reIated, 24 ー 25 HRISs, 25 ー 29 for off-site work arrangements, 21 overview, 16 , 23 résumé-scanning applications, 88 security, 325 ー 326 succession planning, 254 TMSs, 29 ー 30 telecommuting, 20 ー 21 , 27 , 185 ー 186 , 212 , 213 telephone calls interviews, 104 to references, 133 temperament, measuring in jOb candidates, 129 temporary pay cuts, 311 tenure, raises linked to, 177 termination avoiding mistakes, 305 ー 306 care in handling, 326 cause for, 298 delivering news, 306 for just cause, 161 overview, 303 ー 305 post-termination protocol, 306 ー 307 technology as legal protection, 25 waivers 0f rights, 307 ー 308 termination-at-will doctrine, 294 ー 295 testing aptitude and ability tests, 99 drug tests, 101 impressions 0f candidates, 125 including ⅲ employee skills inventory, 43 integrity tests, 101 ー 102 overview, 97 ー 99 personality tests, 100 ー 101 physical ability, 99 ー 100 polygraph tests, 102 ー 103 precautions, 103 ー 104 proficiency tests, 99 psychological tests, 100 ー 101 time management systems, 27 time off, 199 ー 200 Tip icon, 6 TitIe VII of Civil Rights Act ( 196 の , 67 , 175 , 291 TMSs. See talent management systems 、 、 top of mind" syndrome, 131 ー 132 topic-specific workshops, 233
PubIisher's AcknowIedgments We're proud Of this bOOk; please send us your comments at ht tp : / / dummi es . cus thelp . com. For other comments, please contact our Customer Care Department within the U. S. at 877-762-2974 , outside the U. S. at 317-572-3993 , or fax 317-5724002. Some of the people wh0 helped bring this b00k t0 market include the following: Acq 設 な ~ 0 s , Ed な 0 al, れ d Ve な ー Ⅳ わ s な Project Editor: Elizabeth Kuball (Previous Editions: ・ KellyEwing, Tim G の Acquisitions Editor: Stacy Kennedy Copy E 山 t0 飃 Elizabeth Kuball Assistant Editor: David Lutton Editorial Program Coordinator: Joe Niesen Technical Editor: Debra Tenenbaum Vertical 、 Vebsites: Laura Moss-HoIIister, Jos h Frank Senior Editorial Manager: Jennifer Ehrlich Editorial Manager: C armen Krikorian Editorial Assistants: RacheIIe S. Amick, Alexa Koschier Art Coordinator: AIicia B. South Cover Photos: ◎ Alex S10b0dkin / iStockph0t0.com Cartoons: Rich Tennant (“へ叭V. the5thwave. com) CO ~ 〃 0 $ ー 0 れ Services Project Coordinator: Katherine Crocker 一 yo t and Graphics: Carl Byers, Joyce Haughey, Corrie Niehaus Proofreaders: Bonnie Mikkelson, Dwight Ramsey lndexer: BIM lndexing & Proofreading Services PubIishing and E to ⅱ for Consumer Dummies Kathleen Nebenhaus, Vice President and Executive Publisher David Palmer, Associate Publisher Kristin Fergus01E 、 vagstaffe, Product Development Director PubIishing for Techn010gy Dummies Andy Cummings, Vice President and Publisher Composition Services Debbie StaiIey, Director Of Composition Services
ア 20 Part Putting the Right PeopIe inthe Right PIaces At the same time ー and as noted in Chapter 7 the reasons for employ- ment gaps may pertain t0 legally protected information that you, the employer, may not consider in making hiring or any 0ther employment- related decision. For example, an applicant whO was unemployed due tO cancer very likely has a protected disability under the Americans with Disabilities Act and similar state laws. Probing intO the reasons underly- ing employment gaps can unearth information that you, the employer, may not want tO be injected intO the application/hiring process. You must be careful when approaching this issue. / “ Ⅵ ′ ho was your best bo ever and why? 、 VhO was the worst, and, looking back, what could YO 社 have done t0 make that relationship better? ” These two questions are more penetrating than you may think. Among Other things, the answers give you insight intO hOW the candi- date Views and responds tO supervision. A reflective, responsive answer t0 the second part Of the question may indicate a loyal employee capa- ble Of rising above an unpleasant supervisory situation and/or learning from past mistakes, both highly desirable qualities. A bitter, critical answer may indicate someone whO hOlds grudges or simply can't get along with certain kinds 0f people. Yes, personality clashes occur all the time, but in today's team-oriented workplace, you want employees whO try tO minimize these clashes and not use them as excuses. / "Are yo more comfortable and successful working alone with infor- mation or working with 0ther people? ” The ideal answer here is 。 、 both. '' PeopIe whO say they like working with information are obviously a good ch0ice for technical positions, but it may be a red flag if they don't alSO enjoy communicating and collaborating with Other individuals increasingly a function 0f even highly technical j0bs. An excellent can- didate may say that the different perspectives within a group produce more innovative ideas than one person working alone can, but without information a team can't get very far. / "What sorts of things は 0 yo think your current/past company could dO tO be more successful? ” This one is a great big-picture question. You're probing tO find out whether the candidate has a clear under- standing Of his current or past employer s missions and goals and whether he has worked with those goals in mind. Candidates wh0 can't answer this question well are demonstrating a lack Of depth and inter- est, which can quite likely carry over intO your organization. Sometimes the answer tO this question alSO reveals hidden bitterness or anger at an employer. But make clear t0 the candidate that you're not looking for proprietary or confidential information. / "Can yo describe a typical day at work in your last job? ” Strong candidates can give you specific details that you can verify later, but the main point Of this question is tO see hOW the applicant's current (or most recent) routine compares with the requirements Of the jOb in ques- tion. HOW interviewees describe their duties can prove highly revealing. DO you sense any real enthusiasm or interest? DO the details match the information you already have? You're looking for enthusiasm and some
Appendix: Aboutthe CD B0th 0f these programs are freeware (free, copyrighted applications); you can copy them tO as many computers as you like ー for free ー but they offer no technical support. They work on Windows and Mac. DOC e れ l've organized the forms and documents on the CD by the chapter in which they're mentioned.l briefly describe each document in this appendix, but refer tO the actual document for more information. ル 0 : As is often indicated in the chapters, the forms and draft policies pro- vided are only samples. Different state and locallaws may impose different legal obligations, including with regard tO the content Of the documents and how you use them. An attorney can explain the particular laws that apply to your organization and employees. C 耘 4 Blank SkiIIs lnventory Form and Sample Skills lnventory Form: The form can serve as a model for an employee skills inventory. Staffing 日 rm EvaIuation Checklist: You can use this checklist to evaluate staffing firms. 、 Vorker Classification Quick Reference Table: This document provides an at-a-glance summary Of the differences among worker classifications. Blank 30b Description Form and SampIe 30b Descriptions: Th is document includes a blank j0b description form so that you can develop your own job descriptions, as well as three sample jOb descriptions. 朝 t 6 Acknowledgement of Receipt of R 取 m or 30b Application: This form acknowledges that the company has received a candidate's résumé or jOb application. Sample 30b Ads: This document includes three sample j0b ads you can use as a reference when preparing your own. 朝 t 邵 7 Applicant Self-ldentification Form: This form is for use only by federal government contractors or subcontractors. lt should be given tO jOb appli- cants. The data collected are compiled in the EEO-I Report, which is a report that private employers with 100 or more employees and certain federal 339
238 Part Ⅳ : DeveI 叩 ing 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, reportlower attrition rates for their staff? Have employ- individuals' supervisors for their assessment. DO those whO had leadership 0f 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
334 Part Ⅵ : The Part of Tens み e 朝 D な 市 s Act Document Ce ′ w . ada . gov As the name implies, this website devotes itself exclusively tO information relating t0 the Americans with Disabilities Act (ADA) 0f 1990. ln addition t0 a full text Of the ADA, you get access tO technical assistance documents and manuals prepared by the U. S. Equal Employment OpportunitY Commission (EEOC), Department 0fJustice ① O の , National lnstitute on DisabilitY and Rehabilitation Research (NIDRR), and Department 0f Labor (DOL). The site provides you With links tO Other sources Of information concerning work- place disability issues. Another great feature is information on proposed and new regulations. WWI.'J. bls . gov The website 0f the Bureau 0f Labor Statistics 但 ー ) is the place t0 go for numbers on all aspects Of work in the United States. lt contains a ton Of information on specific industries, regions Of the country, economic figures throughout the country, business costs, demographics' and more. Other elements include a steady flOW Of news releases, research papers' and online access tO the DOL's publication, Mon 曲 ケ ん 0 わ or Review. The data is well organized ー the site groups news releases, for example' according tO major BLS statistical categories, such as "Employment and Unemployment'" "lnflation & Prices' and SO on ー and most Of the statistical data comes with concise explanations provided by the BLS economic staff. The e 耘 み な 0 叭 れ d01. gov/elaws Employment Laws Assistance for Workers and Small Businesses (elaws) was developed by the DOL and enables employers and employees alike t0 inter- act with online 、 'advisors" about employment issues. The elaws Advisors simulate the interaction you might have with a DOL employment law expert. They ask questions, provide informatiom and direct you tO the appropriate resolution based on your responses. AISO available is a handy employment law guide that outlines major statutes and regulations affecting business and workers.
6 Human Resources Kit FO 「 Dummies, 3 『 d Edition The collection of forms is pretty comprehensive, but your situation may be unique. When in doubt, the best practice is always tO contact a knowledge- able and experienced lawyer whO specializes in this area. lcons e イ 加 な NING! 0 When I want you to pay close attention to a specific piece of information, I place little pictures, called た 0 〃 s , next tO the text in the margin. Here's what the icons mean: This icon flags what I consider to be good and practical advice. I flag important conceptualinformation with this icon. This icon indicates something that is particularly sensitive and could get you intO legal trouble if not handled properly. AIways contact an attorney if you're unsure if something is legally risky (regardless of whether it's flagged by a Warning icon). This icon flags legal jargon and technical discussions. Whenever ー mention a document that you can reference on the CD,I use this icon. ん to Go Every chapter in this bOOk covers a topic Of importance to the HR function. But you'll likely find that some chapters have greater relevance to your situ- ation than others. If you're completely new tO the HR role, for instance, you'll want t0 start with Part I t0 build your baseline knowledge. If you have some experience hiring and managing staff, you may instead choose tO start with the later chapters tO discover the finer points Of these activities. You don't have tO read this bOOk from start tO finish tO get the most out Of it. LOOk through the table Of contents and index SO you can find those chapters or sections that address the issues you currently face.