Acknowledgments
Permissions
Introduction
CHAPTER 1:Effective Hiring and Selection
1:
Establishing Your Brand: Social Network Outreach, Recruitment Brochures, and Adding New Life to Your Recruitment Advertising Campaigns
2:
Becoming an Employer of Choice: An Investment Worth Considering
3:
Direct Sourcing: Alternatives and Options for Proactive Candidate Outreach
4:
Effective Telephone Screening Calls: An Incredible Time Saver for Initial Contact
5:
Identifying Candidates Who Stand Out Among Their Peers: Criteria to Help You Define the Best and Brightest Talent
6:
A Twist on Traditional Interviewing Questions: The “Career Coaching” Approach to Getting Inside Candidates’ Heads and Hearts
7:
Achievement-Anchored and Holistic Questions: Cutting to the Chase
8:
Hiring in Our Own Image: Likability Equals Compatibility
9:
The Critical Importance of Reference Checks (and Scripts to Help You Maximize Each Call)
10:
Making the Offer and Closing the Deal: Don’t Flinch at the Finish Line
11:
Effective Onboarding to Maximize the Chances of Initial Success and Create True Believers
CHAPTER 2:Effective Leadership and Outstanding Communication
12:
The Nature of Positive, Constructive Communication
13:
The Art of Successful Communication: Guidelines to Help Your Message Soar
14:
Human Nature: The Path of Least Resistance Is Avoidance
15:
Mediating Employee Disputes and Communication Breakdowns: The Strategy Behind Constructive Confrontation
16:
Bearing Bad News: The Creative Art of Give and Take
17:
Staff Meeting Tune-Ups: Upgrade Your Group Communication to Strengthen Team Performance
18:
Leadership SOS: Effective and Successful Turnaround Strategies for Failing Teams
19:
Addressing Uncomfortable Workplace Situations and Personal Style Issues
20:
Situational Coaching: How Do You “Coach Someone to Normal”?
21:
The Danger of “Off-the-Record” Conversations and Over-Promising Confidentiality
22:
Special Circumstances: From Coaching and Mentoring to Verbal Warnings—Communicating with Skillful Aplomb
CHAPTER 3:The Importance of the Written Record
23:
“Document, Document, Document:” Heightening Awareness of the Record You’re Creating
24:
Performance Reviews: The 800-Pound Gorilla in the Room
25:
Performance Reviews: Dealing Effectively with Incorrectly Assigned Individual Grades
26:
Performance Reviews: Correcting for Grade Inflation Across Your Department, Division, or Company
27:
Workplace Investigations: Understanding Your Role and Knowing Your Limits
28:
Workplace Investigations: Harassment, Discrimination, and a Cautionary Tale
29:
Effectively Invoking Attorney–Client Privilege
30:
The “E” in Email Stands for “Evidence”
31:
Progressive Discipline: Appropriate Documentation for Addressing Substandard Job Performance and Attendance Issues
32:
Progressive Discipline: Appropriate Documentation for Addressing Inappropriate Behavior and Misconduct Issues
33:
Writer Beware: “Codifying the Damage” or Documenting “Mental Element Qualifiers” Can Sink Your Ship in Court
34:
A Creative Alternative to Formal Corrective Action: Letters of Clarification
35:
Decision-Making Leaves: Dramatic Turnarounds Without a Lot of Drama
36:
Structuring Terminations That Will Withstand Legal Scrutiny: Making Your Defense Lawyer Proud
CHAPTER 4:Avoiding Litigation Land Mines
37:
A Brief Employment Law History Primer to Show Why Documentation is Critical—Even for At-Will Workers
38:
The Fine Art of Playing Employment Defense: Avoid “Pretaliation”
39:
Policies (the Letter of the Law), Codes of Conduct (the Spirit of the Law), and Past Practices
40:
Differentiating Between Performance and Conduct Issues: A Critical Distinction
41:
Sameness Versus Consistency: Looking at the Totality of Events
42:
Stopping Attitude Problems in Their Tracks
43:
Performance Appraisal Bombshells: Delivering Bad News for the First Time During the Annual Performance Review
44:
“If I Can’t Fire Someone, Can I Lay Him Off Instead?”
45:
“If I Can’t Fire Someone, Can I Give Him a Separation Package Instead?”
46:
Whistle Blowers Versus Character Assassins: Dealing Appropriately with Anonymous and Mean-Spirited Employee Complaints That May Lack Merit
47:
Vetting the Record Before Recommending Termination: The Importance of a “Clean Final Incident”
48:
Don’t Rush to Judgment: Learn All Sides of the Story First
49:
Wage and Hour Quagmires: Employee Classification and Overtime Considerations
CHAPTER 5:Inspiring Employee Engagement
50:
Developing a Blueprint to Inspire and Motivate Your Team
51:
The Nature of Motivation: Rules and Myths that Inform Your Reality
52:
Creating an Environment in Which Employees Can Motivate Themselves in Light of Your Organization’s Changing Needs
53:
The Nature of Motivation: Five Steps for Quick Turnarounds
54:
Delegating as a Means of Professional Development, Not of Offloading Work
55:
The Holy Grail: Motivating Staff Without Money
56:
Salvaging Restless Top Performers by Instilling a Greater Sense of Career Engagement
57:
“Stay” Interviews Trump Counteroffers Every Time
58:
If You’re Going to Make a Counteroffer, Make Sure You Do It Right
59:
Recognizing Burnout and Reengaging Your Employees Based on Their Individual Needs
60:
Motivating Your Team After a Layoff or Termination: Healing the Wound
61:
Leading and Motivating Through Extreme Adversity: When Your Job Is on the Line
62:
A Broader Shift in Corporate Mindset: Putting Your Employees First, Even Above Your Customers and Shareholders
CHAPTER 6:Putting It All Together
63:
Achieving the Model Workplace: Productivity, Loyalty, and High Performance
64:
Lessons from the HR Trenches: Wisdom and Experience to Benefit Frontline Leaders
65:
Putting Your Ethics “SOX” On: Your Reputation Is the Coin of the Realm
66:
Educating Entry-Level Workers About Ethical Issues That May Derail an Otherwise Successful (Early) Career
67:
Multigenerations at Work: Understanding Each Other’s Perspectives
68:
Integrating Newly Inherited Employees into Your Team
69:
Held Hostage by Underperformers: Strategic Group Turnarounds When a Team Is on the Brink of Failure
70:
Dealing with Employees in Crisis: A Blueprint for Proactive Management Intervention
71:
Encouraging Employees to Leave Your Company: When It’s Good for You and Good for Them
72:
Resignations: Properly Handling Employees Who Give Notice
73:
Terminations for Cause Versus Resignations by Mutual Consent
74:
The Proper Care and Handling of Your Company’s HR Team
75:
Inspirational Leadership: Some Final Thoughts
Index
About the Author
Free Sample from 2600 Phrases for Effective Performance Review by Paul Falcone
Copyright
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