Index
The index that appeared in the print version of this title was intentionally removed from the eBook. Please use the search function on your eReading device for terms of interest. For your reference, the terms that appear in the print index are listed below
ADA. See Americans with Disabilities Act
“Affirmative obligation to disclose”
AMA. See American Management Association
American Dream
American Management Association (AMA)
Americans with Disabilities Act (ADA)
Apprentice, The
Attracting candidates. See also Candidate selection
basic rules for
“Big 5” social media locations for
company’s online presence in
expectations flyer in
mobile devices access in
newspaper ads in
online job boards in
recruitment brochure in
website career page video use in
Baby boomers
Bad news delivery
commitment to keep CEO informed in
in communication
“flying blind” in
logical business conclusion in
overcome CEO objections preemptively in
Beingness trumps doingness
“Big 5” social media locations
Bird, Rose
Blogs
Bloomberg Business Week
Branson, Richard
Buckingham, Marcus
Bureau of Labor Statistics’ Occupational Outlook Handbook
Business conduct statement
Business Management Daily
Candidate selection
four key attributes in
longevity in
“no room for growth” questioning strategy in
personality and chemistry match in
progression through ranks question in
qualifying layoffs in
reasons for leaving prior positions in
red flags in
technical skills and education question in
CareerLeak
Case, John
Census Bureau, U. S.
CEO
Charity Navigator
Class action wage and hour lawsuits
“Clean final incident”
Clinton, Bill
Coffman, Curt
Communication. See also Bad news delivery
in employee engagement
give-and-take aspect of
golden rules of effective
key tenets in styles of
MBWA use in
in newly inherited employees
“perception” and “perception management” use in
in performance and conduct issues
personal level questions to ask in
“please” and “thank you” in
speak from guilt example in
in staff meetings
strong leader attributes in
in terminations
in workplace investigations
“yes . . . and” statements in
Communication challenges
ADA regarding
avoidance model of
bad hair days as
body odor as
body piercing as
control model of
deflecting model of
egregious misconduct termination as
employee separations as
layoff as
outright refusals as
positive and constructive tone in
tattoos as
termination for performance or attendance problems as
“what” and “how” of
Company property use
Internet activity as
“perception problem” example in
software licensing rules violation in
Company recognition programs, listings of
Constructive discharge claim
Corporate ethics statements
business conduct statement in
as result of Sarbanes-Oxley Act of 2002
“Corporate futurists”
Corrective action
performance review documentation in sync with
three-step process of
verbal warning word use in
Counteroffers
discussion example of
guidelines for
headhunters on
honesty and transparency in
include other benefits in
original reasons for leaving in
Critical issues documentation
importance of
performance reviews versus written warnings in
timely discussion with employee in
workplace due process in
Customer satisfaction survey (C-SAT)
Decision-making leaves
adult learning theory in
constructive discharge claim in
as “day of contemplation”
definition of
as employee intervention strategy
final written warning example including
guilt response in
scenarios and explanations for
value of
warning about
Defamation claims
Department of Labor, U. S.
Direct sourcing
direct networking call example in
disadvantages to
indirect networking call example in
list of competing companies in
as shoulder tapper in
tips on
“Disparate treatment” claim
Dun & Bradstreet
EAP. See Employee Assistance Program
EEOC. See Equal Employment Opportunity Commission
Employee Assistance Program (EAP)
Employee disengagement
employee job satisfaction rate goal in
employee response to headhunter regarding
realistic and customized development plan for
“resignation drill” conversation for
sincere and selfless approach in addressing
“stay” interviews to avoid
Employee disputes, mediating
“feel” use in
group meeting for “how” issue in
learn “what” issue of
meeting conclusion in
separate meetings in
three rules in
Employee engagement
achievement rewarding in
basic assumption in
challenges in
“corporate futurists” creation as
demonstrate integrity in
employee commitment and dedication steps in
employee-first culture focus on
employee growth and development in
Gallup organization measuring of
general motivation rules in
getting to know employees in
healthy sense of curiosity as
HR management examples of reengaging superstar
job rotation program use in
job well done recognition as
leader responsibility in
Millennials in
motivation myths of
nature of work debate in
open-book management of
outside training workshops as
problem solving involvement of employees as
quarterly achievement calendar use in
quarterly self-performance and goal reviews for
recognition and appreciation excuses in
reengaging superstar examples in
relevant book of quarter club as
research your organization as
retention equation in
self-examination and career introspection for
selfless or servant leadership in
setting people up for success as
successful leadership practices in
team member support in
transparency and open communication culture for
trust and respect employees in
Employees First, Customers Second: Turning Conventional Management Upside Down (Nayar)
Employees in crisis
ADA caveat about
entitlement mentality of
extreme worker reaction in
fitness-for-duty release in
“formal” referral to EAP for
group meeting example in
one-on-one staff meetings in
paid administrative leave procedure example in
strengthen own personal relationship with
“time clock” mentality of
“Employer of choice”
company recognition programs listings of
Fortune Data Store lists in
Employment defense
chronological form of “pretaliation” in
defensive game plan for
HR as partner in
HR timing of
“preemptive strike” attorney advice in
employment-at-will and exceptions in
“good cause” in
Great Depression in
“job as property doctrine” of
labor unions in
progressive discipline in
“summary judgment” as
Tameny vs. Atlantic Richfield Co. changing
termination-for-just-cause-only standard in
Entitlement mentalities
Entry-level workers
ethical rules of business for
performance and conduct treatment assumption of
“probationary” periods of
raise accountability of
“summary dismissal” of
three simple rules for
written notice assumption of
Equal Employment Opportunity Commission (EEOC)
Expectations flyer, what to include on
“Failure to train” charge
Fair Labor Standards Act (FLSA)
Falcone, Paul
Final written warning
example of
language in
newly inherited employees discussion regarding
in terminations
First, Break All the Rules: What the World’s Greatest Managers Do Differently (Buckingham and Coffman)
FLSA. See Fair Labor Standards Act
Forbes magazine
Fortune Data Store lists
Fortune magazine
Gallup organization
General Electric
Generation X
Generation Y
Glassdoor
Gone with the Wind
Great Depression
Great Recession
Group turnarounds, strategic
appropriate written record in
changes in circumstances and behavior regarding
evaluate front-line leadership in
formal corrective action for problematic employee example in
letters of clarification in
negative influencers in
“professional plaintiffs” in
turnaround expert in
workplace bully resigns in
Guide Star
Harassment
SOX on
in workplace investigations
HCL Technologies
Headhunters
Healthy work environment
annual performance review process as
career development of employees as
information sharing as
mid-year or quarterly reviews in
praise and recognize hard work in
removing obstacles in
respectful employee treatment as
“High-probability hires”
Hiring. See also Candidate selection outstanding hires as consistent norm in
right and wrong people in
self-motivated new hires in
two critical fronts in
Hoovers
“Hostile work environment”
successful turnaround strategies for
Human resources (HR)
book as consultant-in-a-box for
book goal in
compensation experts in
employee exit strategy example from
employee-related liability insulation by
as employment defense partner
employment offers extended by
exit strategy intervention downside in
internal equity analysis by
as knowledge resource
management examples of reengaging superstar
manager land mine avoidance help from
maximize relationship with
as model of effective leadership
as neutral third-party mediator
people issues in
performance review help in
policies contact in
productivity and loyalty and performance in
progressive discipline initiated by
salary offer help in
on selfless leaders
separation packages challenges of
termination approval by
third millennium challenges facing
workplace philanthropy of
Inc. Magazine
Intermittent rotational assignments
Internal recruiters
Interview
achievement-anchored questions for
behavior-based questions in
candidate needs focus of
candid career advice in
career coaching approach in
as exercise of value
lateral move questions in
new-hire failure reason
senior leader candidate questions in
telephone screen questions revisited in
“Interviewing facade”
Job loss
company goals and personal career needs in
daily or weekly staff meetings example in
employee change of perspective in
responsibility to subordinates in
true leadership for
typical question and response to interviewer regarding
Kennedy, John F.
Key performance indicators (KPIs)
Labor unions
Layoff
as alternative to progressive discipline or termination
candidate selection qualifying of
communication challenges in announcing
least qualified person in
“peer group analysis” in
position elimination in
repurposing job in
termination in disguise regarding
three steps in
Leadership
beingness trumps doingness in
compassion in
employee engagement responsibility of
focus on others in
HR as model of effective
in job loss
onboarding practices expectation handout for
perspective and perception change in
selfless or servant
strength building in
strong attributes in communication of
Legal counsel
in performance and conduct issues
in terminations
Letters of clarification
as alternative to formal progressive discipline
example of
lack of “shaming” element in
note of caution about
in strategic group turnarounds
additional week off recommendation in
finish-line negotiations in
“offer drill” questions for
salary discussion in
Management by walking around (MBWA)
“Managerial bad acts”
MBWA. See Management by walking around
Mental element qualifiers
Millennials. See also Generation Y
Model workplace
identify human capital metrics for
motivation and engagement in
people motivate themselves in
removing problematic employees in
selfless leadership in
setting high expectations in
turnover and retention statistics of
voluntary and involuntary turnover in
Monster
Morningstar Investment Research Center
“Moving party”
Multigenerational workforce
baby boomer beliefs in
cross-generational mentoring in
embrace employees differences in
generation X beliefs in
generation Y beliefs in
positive atmosphere factors for
veteran generation beliefs in
Nayar, Vineet
New employee orientation (NEO)
Newly inherited employees
annual performance appraisal of
company or departmental restructuring as cause of
differing management style in
final written warning discussion with
level of productivity and style of working determination of
over-communication in
personnel file check of
questions for prior management team of
research of situations in disciplinary and other challenges of
review résumés of
significant challenges in
OBM. See Open-book management
“Obstruction of justice”
Off-the-record conversations
over-promising confidentiality and examples in
proper response to
supervisor’s affirmative obligation to disclose and example in
Onboarding practices
connection to big picture in
create true believers in
leadership expectation handout for
mentorship in
new employee orientation
90-day one-on-one follow-up questions as
organizational values in
performance review schedule in
set expectations in
60-day one-on-one follow-up questions as
30-day one-on-one follow-up questions as
101 Sample Write-Ups for Documenting Employee Performance Problems: A Guide to Progressive Discipline and Termination (Falcone)
101 Tough Conversations to Have with Employees: A Manager’s Guide to Addressing Performance, Conduct, and Discipline Challenges (Falcone)
Open-book management (OBM)
Outside training workshops, tax advantages of
Paramount Pictures
Patton, George
PayScale
Performance and conduct issues
“clean final incident” in
conditions and circumstances surrounding
conduct infractions and immediate dismissal in
“constructive discharge claim” lawyer argument in
directly address
employee responsibility in
exit strategy intervention example of
gentle approach in
intervention outcome of
issue drives outcome in
legal counsel in
manager versus employee in
negative organizational consequences in
perception breakdown in
performance infractions definition
reset expectation discussion example in
“showing your hand” warning in
sleeping example of
swift and definitive intervention for
third-party mediator in
totality of events in
workplace due process for
written record and verbal communication trail in
Performance feedback
amount of time for
balanced
general outline for
mentoring or coaching questions in
ongoing
in real-time
specificity in
Performance Improvement Plan (PIP)
Performance reviews
assigning scores and “forced ranking” in
bell-curve distribution of scores on
choices for undoing errors on
consistency and common themes in
corrective action documentation in sync with
draft of error letter in
employee self-evaluation in
grade inflation on
in healthy work environment
HR help in constructing
negative feedback example of
performance “calibration” meeting with management team in
performance management cycle in
rater definition consistency tool use for
review prior year document in
schedule in onboarding practices
in separation packages
in terminations
versus written warnings
Personnel file
Pew Research Center
“Piercing the veil”
PIP. See Performance Improvement Plan
P&L. See Profit and loss statement
Policies
company handling of similar situations in
HR contact in
practice trumps policy in
“Preemptive strike”
“Pretaliation”
“Professional plaintiffs”
Profit and loss statement (P&L)
Progressive discipline
acknowledgment statement and examples in
conduct-related infractions skip steps in
consequences in closing statement of
corrective action key in documenting
definition of
documentation pattern in
employee’s exact words and responses documented in
employees needs in
in employment law
expectations documentation in
“failure to train” charge in
HR initiation of
layoff as alternative to
letters of clarification as alternative to
mental element qualifiers in
negative organizational impact documentation in
objective writing style and example for
responsibility for improvement shift in
speak with employee about
“state-of-mind offenses” avoidance in
“summary offenses” in
training and supervisory direction documentation in
treating employees as adults in
vague and fluid language use for
“Pulse check”
Quarterly achievement calendar
Quid pro quo (“this for that”)
“Rank and yank” system
Rater definition consistency tool
Reader’s Guide to Periodical Literature
Reagan, Ronald
“Reasonableness” standard
“Recruiter’s bait”
Recruitment brochure, typical sections of
“Reference bridging”
Reference checks
importance of
keeping notes on
“negligent hiring” theory in
performance or conduct flaw issue in
as safeguard
third-party
three steps for effective
Resignations
action in reliance regarding
“discharge” transformation in
final termination date in
“moving party” in
resign in writing handling of
two weeks notice in
“Resign by mutual consent”
Return on investment (ROI)
Salary
Sarbanes-Oxley Act of 2002 (SOX)
antidiscrimination provisions in
codes of ethics as mainstay of
company property use in
confidentiality in reporting
conflict of interest in
corporate obligations and responsibilities in
“defective certification” in
employee certification form use for
ethical business issues in
examples of other potential conflicts in
flexible reporting chain in
on or off duty harassment in
supervisor and subordinate relationship reporting in
whistleblower retaliation prohibition in
“willful noncompliance” in
Self-reviews
Separation packages
documented corrective action leverage in
HR challenges in
“negotiation” discussion for
performance review and corrective action in
“showed your hand” in
signing release in
structure of
“showing your hand”
Situational coaching
alternative courses of action example in
combined front in approaching
errant leaders in
judgment and observation in
personal liability and “managerial bad acts” reminder in
suggested script for
Social media
Southwest Airlines
SOX. See Sarbanes-Oxley Act of 2002
“Spoliation of evidence”
Staff development
consistency in
define own management style in
delegation as strategic tool of
key to
new skills development for
rank-order staff in categories for
set employee expectations in delegating
Staff meetings
job loss daily or weekly example of
one-on-one, for employee crisis
opening lines of communication in
purpose of
workplace example of introducing
“State-of-mind offenses”
“Stay” interviews
Strategy
decision-making leaves as employee intervention
employee exit
exit intervention downside in
“no room for growth” questioning
telephone screening
“Strict liability”
“Summary discharge” cautionary tale
“Summary dismissal”
casual drug use as
employment application falsification as
of entry level workers
timecard fraud as
“Summary judgment”
“Summary offenses”
Tameny vs. Atlantic Richfield Co.
TCC. See Total cash compensation
Telephone screening
Counteroffer Preparation question in
cover basics in
interviewing guide for
major segments of
salary history and salary expectations in
salary progression and regression in
as time-saver
twofold strategy in handling
Terminations
ambiguity in
annual performance review in
both sides of story obligation in
checklist for
“clean final incident” in
as communication challenge
documented verbal warning in
document trail of
in employment law
extenuating circumstances in
final written warning in
HR approval of
HR response to documentation in
ignoring of multiple problems before
individual training and EAP offer in
lawsuit regarding
layoff as alternative to
legal counsel in
legal scrutiny of
minimal final incident in
ongoing employee communication before
personnel file contents in
“resign by mutual consent” instead of
“summary offense” in
verbal coaching and accountability in
workplace due process of
Third-party mediator
Third-party reference checks
“Third-rail” metaphor
“This for that.” See Quid pro quo
Total cash compensation (TCC)
“Toughing it out”
Trump, Donald
Turnaround expert
2600 Phrases for Effective Performance Reviews (Falcone)
2600 Phrases for Setting Effective Performance Goals (Falcone)
Union “salts”
Value Line
Verbal warning
Veteran generation
“Vicarious liability”
Victim syndromes
Wage and hour quagmires
class action potential of
classifying of employees in
exemption status in
lunch and rest periods in
overtime pay in
“wobbler” job categories for
Walt Disney Company
Welch, Jack
“What to Expect When You First Come to Work for Us”
Whistleblowers and character assassins
anonymous complainant handling of
employees escalate matters anonymously in
group “investigational wrap-up” meeting for
legal advice in
legal guidance and common sense in
“no findings call” in
preemptive strike in
protections of
Workplace burnout
group lunch in
incoming email limit in
meeting schedule change in
mid-afternoon walk for
real and significant changes for
rotational assignments or job shadowing for
time away from office in
Workplace due process
critical issues documentation for
performance and conduct issues in
situational coaching as
terminations in
Workplace investigations
“affirmative obligation to disclose” in
attorney-client privilege and document structure of
business conduct statement or code of ethics for
common sense in
communication in
confidentiality of
discrimination regarding
“disparate treatment” claim in
email as evidence in
escalating issues outside group in
final decision in
formal legal obligation in
goals in conducting
harassment in
hostile work environment as
legal scrutiny of communications in
“managerial bad acts” in
quid pro quo in
“reasonableness” standard of
“reasonable steps” in
retaliation in
“strict liability” in
“summary discharge” cautionary tale for
“vicarious liability” in
Workplace wisdom
World War II
Wrongful termination claim
You Tube
Zack’s Investment Research
Zukor, Adolph