Contents

 

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

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