A

• ACA (Affordable Care Act), 208, 221–223
• Accenture, 14
• accessible fertility benefits, 219
• ADA (Americans with Disabilities Act), 62, 75, 127, 196, 226, 321
• address history, 145
• adoption assistance, 219
• ADR (alternative dispute resolution), 340
• affirmative action, 88, 319, 326
• Affordable Care Act (ACA), 208, 221–223
• Age Discrimination in Employment Act (ADEA), 75, 196, 319–320
• AI (artificial intelligence), 17, 20, 25, 27
• alternative dispute resolution (ADR), 340
• alternative scheduling, 232
• American Community Survey, 160
• Americans with Disabilities Act (ADA), 62, 75, 127, 196, 226, 321

• “and/also” thinking, 374

• Anti-Kickback Act, 196
• Aon, 211
• Appcast, 97
• applicant evaluation, 9, 91–108
  • pre-employment testing, 101–106
    • challenges of, 105–106
    • reasons for using, 102
    • types of tests, 102–105
  • pre-screening, 106–108
    • choosing between methods, 108
    • sample questions, 378
    • via phone, 106–108
    • via video conference, 106–108
  • rejection letters, 378
  • résumé reviews, 92–96
    • chronological résumés, 93
    • cover letters, 94
    • functional résumés, 93
    • history of growth, 94
    • infographic résumés, 92
    • online persona, 95–96
    • online portfolios, 92
    • outcomes, 93
    • red flags, 94–95
    • sample résumés, 378
    • Twitter résumés, 92
    • video résumés, 92
  • simplifying the online application process, 97–98
  • system for, 99–101
    • decision-making criteria, 97
    • step-by-step process, 100–101
    • weighted system, 101
• applicant tracking systems (ATSs), 27–28, 97–98, 144
• Ardent Partners, 49
• artificial intelligence (AI), 17, 20, 25, 27
• Asana, 15
• assessment tests. See pre-employment testing

B

• background checks, 10, 144–149
  • choosing whether to use, 147–148
  • complexity of, 147
  • elements of, 144–145
  • specialists, 148–149
  • summary of rights, 379
  • types of, 145–146
• base wage/salary
  • raises and increases, 197–198, 200
  • setting, 186–187
• bench strength, 273
• benefits, 10–11, 203–228
  • administrating, 226–228
  • common-law couples, 223–224
  • defined, 186, 204
  • dental insurance, 218
  • disability pay, 205
  • domestic-partner benefits, 223–224
  • employee assistance programs, 224–226
    • areas of assistance, 225
    • confidentiality, 225–226
    • defined, 224
    • selecting, 225–226
  • employee wellness, 11
  • family assistance, 218–219
  • feedback, 227
  • health insurance, 11, 208–213
    • benefits consultants, 212
    • costs, 210
    • drug benefits, 212
    • ease of administration, 210
    • extent of coverage, 210
    • fee-for-service plans, 208–209
    • health maintenance organizations, 209–210
    • health savings accounts, 212
    • healthcare cost increases, 204–205, 211–212
    • high deductible health plans, 212
    • minimizing costs, 212–213
    • preferred provider organizations, 209–210
    • quality of care, 210
    • wellness programs, 211, 213
  • leaves of absence, 220–222
  • legal issues, 207
  • Medicare, 206
  • monitoring program, 227
  • retirement packages, 11, 213–217
    • defined benefit plans, 213–214
    • defined contribution plans, 213–216
    • employee stock ownership plans, 214
    • employer contributions to, 215–216
    • 401(k) plans, 214–216, 380
    • legal implications, 216–217
    • profit-sharing plans, 214
    • Roth 401(k) plans, 215
  • same-sex couples, 222–223
  • sick days, 222–223
  • Social Security, 206
  • time off, 219–220
  • trends in, 204–205, 211–212
  • unemployment insurance, 206
  • vision coverage, 218
  • workers’ compensation, 11, 207
• BetterUp, 244
• bona fide occupational qualifications (BFOQs), 61–62, 315
• bonuses, 186, 198
  • annual and biannual, 198
  • defined, 198
  • employee referral bonuses, 245
  • guidelines for policies regarding, 200
  • retention bonuses, 198
  • spot bonuses, 198
  • team bonuses, 198
• Brandon Hall Group, 161
• Built In, 97

C

• California Government Code Section 12947.5, 314
• California Notice to Employee, 324
• campus recruiting, 83–84
• candidate assessment. See applicant evaluation; background checks; interviewing; reference checks
• candidate selection systems, 134–139
  • collaboration skills, 138
  • creative problem-solving and innovation, 137
  • emotional intelligence, 138–139
  • growth mindset, 138
  • intuition vs., 134
  • monitoring and evaluating, 134
  • scorecards, 135–136
  • time management, 137
  • weighted system, 134
• career centers, 83
• career development, 11, 271–292
  • career pathing, 273–274
  • coaching, 279–281
  • importance of, 272–273
  • leadership development, 281–286
    • building strategy for, 284
    • defining leadership competencies, 284
    • defining leadership qualities, 283
    • evaluating results, 285–286
    • levels of leadership, 282
    • program options, 285
    • suitability for leadership, 285
  • mentoring, 274–279
    • how it works, 275–276
    • implementing, 278–279
    • matching mentors and mentees, 277–278
    • setting clear expectations, 276
    • why it works, 275
  • succession planning, 286–292
    • creating flexible understanding with candidates, 289–290
    • creating plan, 287–288
    • developing candidates, 290–291
    • evaluating results, 291–292
    • missteps in, 288–289
    • selecting candidates, 288–289
    • selecting candidates from outside, 289
    • technology for, 291
    • timing, 287
• career pathing, 273–274
• career roadmaps, 273–274
• CareerBuilder, 75, 138
• Center for Prevention and Health Services, 224
• Chief People Officers (CPOs), rise of, 17
• child labor, 193
• childcare, 219
• chronological résumés, 93
• Civil Rights Act of 1964, 75, 196, 327
• cliff vesting, 217
• cloning effect, 132, 139
• closed-ended questions, 120–121
• coaching, 11
  • best practices for HR leaders, 365
  • career development, 279–281
  • employee development and growth, 265–266
  • GROW model, 280–281, 301
  • individual vs. group coaching, 266
  • mentoring vs., 174, 279
  • performance management process, 300–301
• COBRA (Consolidated Omnibus Budget Reconciliation Act), 221, 322, 342
• cognitive ability tests, 103
• collaboration skills, 138
• collective bargaining, 188
• colleges and universities. See campus recruiting
• commission, 186
• common-law couple benefits, 223–224
• commuting assistance, 246
• company celebrations, 246
• company website, 76
• compensation philosophy, 10, 183–202
  • base wage/salary, 186–187
  • bonuses, 186, 198, 200
  • commission, 186
  • communicating, 200–201
  • components of, 186
  • consistency in, 183–184
  • creating, 184–185
  • exempt vs. nonexempt workers, 193–195
  • flexibility in, 183–184
  • incentives, 186
  • individual factors, 191–192
  • job titles and salary expectations, 66
  • laws and regulations, 192–196
    • exempt vs. nonexempt workers, 194–195
    • wage and hour laws, 192–193
  • minimum wage, 193
  • negotiating salary, 151–153
  • overtime, 195
  • pay level setting, 187–188
  • pay raises and base salary increases, 197–198, 200
  • pay structure, 188–191
    • broadbanding, 190–191
    • variable pay systems, 188–189
  • payroll/revenue ratio, 192
  • position success profiles, 64
  • profit-sharing plans, 199
  • questions to ask, 184–185
  • salary range in job descriptions, 64
  • salary range in job postings, 72
  • stock, 199–200
  • variable pay, 186
  • wage and hour claims, 25
• compressed workweek, 232
• condensed schedule, 232
• Conference Board, The, 205
• conferences, 263–264
• Consolidated Omnibus Budget Reconciliation Act (COBRA), 221, 322, 342
• contingent workers, 48–56
  • advantages of, 50
  • creating environment for, 52–54
  • defined, 48
  • documenting performance, 54–55
  • feedback, 54–55
  • increase in, 49
  • legal responsibility, 55–56
  • questions asked by, 54
  • questions to ask, 50–52
  • staffing/recruiting firms, 51–52, 378
• Copeland Act, 196
• core competencies (success drivers), 66–67
• core organizational values, 38–39
  • defined, 38
  • demonstrating, 70
  • example of, 38
  • job postings, 73
  • keeping alive during onboarding process, 173
  • process for determining, 39
• corporate social responsibility (CSR), 236–238
  • benefits of, 237–238
  • defined, 236
  • diversity, equity, and inclusion, 237
  • environment, 237
  • examples of, 236–237
  • volunteerism, 237
• cost of living increases, 197
• county criminal records checks, 145–146
• cover letters, 94, 98
• Covey, Stephen, 369
• Covid-19 pandemic, 9, 14, 22, 160, 204, 224, 232
• CPOs (Chief People Officers), rise of, 17
• Craigslist, 75
• creative problem-solving, 137
• credentials, 62–63, 146
• credit reports, 146
• CSR. See corporate social responsibility
• Culpepper, 188

D

• Davis-Bacon Act, 196
• daycare, 219
• defined benefit plans, 213–214
• defined contribution plans, 213–216
• defusing grievances, 338–340
• DEI. See diversity, equity, and inclusion
• dependent care reimbursement accounts, 219
• disability, voluntary self-identification of, 382
• disability pay, 205
• DiSC Behavioral Inventory, 104
• disciplinary procedures, 333–338
  • criteria for, 336–337
  • final or “last-chance” written warnings, 334–335
  • questions to ask, 337–338
  • termination, 335
  • verbal warnings, 334
  • written warnings, 334
• disparate impact, 314–315
• diversity, equity, and inclusion (DEI), 18–20
  • advantages of, 19
  • affirmative action, 88, 319, 326
  • argument for attracting talent from outside, 46
  • bona fide occupational qualifications, 61–62, 315
  • corporate social responsibility, 237
  • creating DEI workplaces, 20
  • defined, 18–19
  • discrimination fact and reference sheets, 379, 381
  • discriminatory interview questions, 122–126
    • address, 124
    • age, 123–124
    • citizenship status, 124
    • fact and reference sheets regarding, 379
    • family status, 124–125
    • health and physical condition, 125
    • language, 125–126
    • name, 125
    • national origin, 123–124
    • religion, 125
  • discriminatory questions, 98
  • diverse perspectives, 375
  • education, 88
  • education and development initiatives, 20
  • job fairs, 85
  • laws and regulations, 314
  • people analytics, 20
  • recruitment and hiring, 87–88
  • seeking out people, 88
  • statistics, 87
• DocuSign, 176
• domestic-partner benefits, 223–224
• draw against future commissions, 186
• drug benefits, 212

E

• EAPs. See employee assistance programs
• education verification, 146
• educational requirements, 62–63
• EEOC compliance. See Equal Employment Opportunity Commission compliance
• eldercare, 219
• emotional intelligence, 138–139
• emotional well-being, 21
• employee appreciation programs, 246
• Employee Assistance Professionals Association, 225
• employee assistance programs (EAPs), 21, 224–226
  • areas of assistance, 225
  • confidentiality, 225–226
  • defined, 224
  • selecting, 225–226
• employee development and growth, 8, 11
  • career development, 11, 271–292
  • coaching and mentoring, 11
  • learning and development programs, 11, 16, 255–270
  • performance management process, 11, 293–307
• employee engagement software, 29
• employee experience systems, 28–30
  • employee engagement software, 29
  • employee recognition software, 30
  • learning management systems, 29
  • performance management systems, 28–29
  • succession management systems, 30
• employee handbooks, 10, 177–180
  • contents of, 179–180, 379
  • creating, 178
  • disclaimers, 180
  • distribution of, 178–179
  • hybrid work model, 176
  • onboarding process, 166
  • procedures manuals vs., 177
• employee purpose, 230
• employee recognition programs, 246–251
  • administrating, 248
  • benefits of, 247–248
  • checklist for, 248–249
  • communicating, 250
  • defined, 246
  • evaluating results, 251
  • low-cost perks, 249
  • publicity, 250
  • results to acknowledge, 247
  • rewards, 247
• employee recognition software, 30
• employee referral bonuses, 245
• employee referrals, 74
• Employee Retirement Income Security Act (ERISA), 216–217, 221, 225
• employee skills inventory, 44, 378
• employee stock ownership plans (ESOPs), 214
• employee surveys, 11, 240–243, 381
  • conducting, 240
  • exit interviews, 242, 381
  • pulse surveys, 241–242, 381
  • stay interviews, 242–243
• employee wellness, 20–22, 351
  • discriminatory interview questions, 125
  • emotional well-being, 21
  • employee assistance programs, 21
  • exercise facilities, 244
  • financial well-being, 21–22
  • healthcare cost increases, 204–205, 211–212
  • holistic, 8, 20
  • mental health, 21
  • minimizing costs, 212–213
  • physical well-being, 21
• employer brand, 38–39
• employer contributions to, 215–216
• employment agencies, 81. See also recruiters
• employment contracts, 155–156
• Employment Eligibility Verification Form, 325
• employment verification, 146
• employment-at-will, 331–332, 379
• Equal Employment Opportunity Commission (EEOC) compliance, 28, 46, 315–319, 355
  • claims process, 317–318
  • contingent workers, 56
  • document retention, 316
  • Employer Information Reports, 316
  • position success profiles, 62
  • posters, 315–316, 382
  • pre-employment testing, 106
• Equal Pay Act, 196, 317, 322
• equity pay increases, 197
• ERISA (Employee Retirement Income Security Act), 216–217, 221, 225
• ESOPs (employee stock ownership plans), 214
• E-Verify, 146
• executive education seminars, 264–265
• executive search firms, 81. See also recruiters
• exempt employees, 194–195
• exercise facilities, 244
• exit incentives, 350
• exit interviews, 242, 381
• experience ratings, 206

F

• Facebook, 77–78, 95
• Fair Credit Reporting Act, 105, 379
• Fair Labor Standards Act (FLSA), 193, 323, 345, 381–382
• Family and Medical Leave Act (FMLA), 207, 221–223, 322–323, 331, 380–382
• Federal background checks, 145–146
• Federal Unemployment Tax Act (FUTA), 324
• feedback
  • benefits, 227
  • best practices for HR leaders in, 365
  • contingent workers, 54–55
  • leadership development programs, 286
  • onboarding process, 174–175, 177
  • performance management process, 300
  • preparing for negative reactions, 303–304
• fee-for-service plans, 208–209
• final (“last-chance”) written warnings, 334–335
• financial well-being, 21–22
• flexible work arrangements. See work-life flexibility
• flextime, 231
• FLSA (Fair Labor Standards Act), 193, 323, 345, 381–382
• FMLA (Family and Medical Leave Act), 207, 221–223, 322–323, 331, 380–382
• Forbes, 229

• 401(k) plans, 214–216, 380

• freelancers. See independent contractors
• freelancing, 232
• functional résumés, 93
• FUTA (Federal Unemployment Tax Act), 324

G

• gamification, 34
• Gartner, 256, 293
• General Aptitude Test (GAT), 103
• Genetic Information Nondiscrimination Act, 87
• gig economy, 49
• Glassdoor, 77, 79, 187, 272
• Globoforce, 301
• goal setting
  • aligning performance management process with company goals, 298–299
  • cascading goals approach, 171
  • onboarding process, 170–171
  • SMART goals, 299
• Google for Jobs, 75
• government employment services, 86
• graded vesting, 217
• Great Resignation, 204, 256, 271
• GROW (Goal-Reality-Options-Way Forward) model, 280–281, 301
• growth mindset, 138, 363
• Guardian, 21

H

• halo effect, 132, 139
• harassment. See unlawful harassment
• Havas Group, 237
• HDHPs (high deductible health plans), 212
• headhunters, 81. See also recruiters
• health insurance, 208–213
  • benefits consultants, 212
  • costs, 210
  • dental insurance, 218
  • drug benefits, 212
  • ease of administration, 210
  • extent of coverage, 210
  • fee-for-service plans, 208–209
  • health maintenance organizations, 209–210
  • health savings accounts, 212
  • healthcare cost increases, 204–205, 211–212
  • high deductible health plans, 212
  • minimizing costs, 212–213
  • preferred provider organizations, 209–210
  • quality of care, 210
  • vision coverage, 218
  • wellness programs, 211, 213
• Health Insurance Portability and Accountability Act (HIPAA), 226–228, 324–325
• health maintenance organizations (HMOs), 209–210
• health savings accounts (HSAs), 212
• helicopter parents, 89–90
• HelloSign, 176
• high deductible health plans (HDHPs), 212
• high-potential pool, 290
• HIPAA (Health Insurance Portability and Accountability Act), 226–228, 324–325
• hiring managers, 58
• HMOs (health maintenance organizations), 209–210
• Hogan Personality Inventory (HPI), 104
• HR. See human resources; human resources technologies
• HR Competency Model, 373
• HR Executive’s HR Technology Conference, 24
• HRD, 38
• HRISs. See human resources information systems
• HSAs (health savings accounts), 212
• human resources (HR), 7–12
  • best practices for leaders in, 361–366
    • coaching, 365
    • external network or peer group, 363–364
    • feedback, 365
    • flexibility, 365–366
    • growth and development, 366
    • growth mindset, 363
    • knowledge of business, 361–362
    • marketing mindset, 362
    • self-awareness, 363
    • teambuilding and collaboration, 364
  • cooperation with leaders at all levels, 9
  • current trends in, 13–22
    • DEI workplaces, 18–20
    • hybrid work model, 14–16
    • people analytics, 17–18
    • upskilling, 16
  • focus on the human, 1, 7–8, 22
  • importance of, 1
  • key responsibilities of, 8–12
  • needs and expectations are shaped by environment, 1
  • paradox navigation, 373–376
    • “and/also” thinking, 374
    • anchoring to bigger-picture set of values or vision, 376
    • conviction and perseverance, 375
    • defined, 373
    • diverse perspectives, 375
    • empathy, 375
    • growth and development in, 376
    • identifying paradoxes, 374
    • importance of, 373
    • inclusive solutions, 374–375
    • uncomfortability, 376
  • people within your business are your business, 1, 7, 11
  • purpose of book, 1–3
  • rebranding, 8
  • shift in, from administrative to strategic, 17–18
  • size of department, 8–9
  • specialists, 9
  • stakeholder relationships, 367–372
    • alignment with shared values, 370
    • conflict and tension, 371
    • identifying stakeholders, 368–369
    • importance of, 368
    • owning your actions, 371–372
    • proactive communication, 370–371
    • responding vs. reacting, 372
    • trust, 372
    • understanding others’ perspectives, 369–370
• human resources (HR) technologies, 17–18, 23–34
  • categories of, 26–30
    • applicant tracking systems, 27–28
    • employee experience systems, 28–30
    • human resources information systems, 26–27
  • communicating value of, 33
  • defined, 23
  • growth of, 24
  • identifying needed skills, 34
  • keeping up with, 24–25
  • legal and financial protection through, 25
  • recruitment and hiring, 70
  • selecting, 30–31
  • smaller companies, 25
  • sourcing and purchasing, 32–33
  • specialists, 31
• human resources information systems (HRISs), 26–27
  • advantages of, 27
  • core functionality of, 26
  • defined, 26
  • integration, 31
• hybrid work model, 14–16
  • collaboration tools and applications, 15–16
  • defining successful policies, 15
  • increase in, 160
  • management approach, 16
  • onboarding process, 160, 175–177
    • alignment, 176
    • employee development and growth, 176–177
    • employee handbook, 176
    • expectations, 176
    • feedback, 177
    • individualized plan, 176
    • introductions and connections, 176–177
    • meetings, 176–177
    • technologies, 176
    • virtual session, 176
    • welcome package, 175–176
  • preference for, 14
  • types of, 15
  • work-life flexibility, 232
• hypothetical questions, 121

I

• Immigration Reform and Control Act (IRCA), 325
• Inc., 257
• incentives, 186
• Indeed, 64, 75, 187
• independent contractors (ICs), 49
• individual development plans (IDPs), 267, 273–274, 291, 381
• infographic résumés, 92
• in-person learning, 261–262
• Instagram, 77, 95
• integrity tests, 104–105
• internal hiring, 43–46
  • advantages of, 43
  • creating process for, 44
  • drawbacks of, 43
  • employee skills inventory, 44, 378
  • looking for internal talent, 44–46
  • skills to look for, 45
• International Coaching Federation, 265
• Internet Applicant Final Rule, 87
• interviewing, 10, 109–130
  • concluding interviews, 129–130
  • evaluation form, 379
  • hiring based on impressions gained during, 133
  • interview-savvy candidates, 111
  • introductions, 115
  • mistakes and obstacles, 111–113
    • focusing on only one positive attribute, 113
    • lack of consistency, 112
    • lack of preparation, 111–112
    • lack of time, 112
    • mismanaging time, 112
    • speaking negatively, 113
    • talking more than listening, 113
  • objectives of, 109–110
  • panel interviews, 115–118
    • preparation for, 117
    • roles, 117
    • selecting panelists, 116–117
    • taking turns, 118
  • preparation for, 114–115, 379
  • questions and answers, 118–122
    • avoiding discriminatory questions, 122–126, 379
    • example of good questions, 126–129
    • focus, 118–119
    • form for, 379
    • giving time for responses, 119–120
    • interpreting answers, 126–129
    • listening, 119
    • note taking, 120
    • probing, 119
    • purposeful questions, 119
    • suspending judgments, 120
    • types of questions, 120–122
  • video interviews, 116
• Intuit, 49
• IRCA (Immigration Reform and Control Act), 325

J

• job descriptions. See position success profiles
• job fairs, 84–85
• job offers, 149–156
  • clarifying acceptance details, 153
  • deadlines, 151
  • drawing the line, 153
  • employment contracts, 155–156
  • negotiating salary, 151–153
  • not delaying, 149
  • signing bonuses, 154
  • staying in touch, 151, 153–155
  • via letter, 150, 379
  • via phone, 149–150
• job ranking and leveling, 187
• job sharing, 232
• job title creation, 64–66
  • abbreviations, 65
  • accuracy and clarity in, 64–66
  • avoiding obsolescence, 65–66
  • informal wording, 65
  • jargon, 65
  • matching salary expectations, 66
  • relevance to industry, 65
  • seniority level, 65
  • work hierarchy, 64
• Jobvite, 31, 77
• Journal of Applied Psychology, 245

K

• Ken Blanchard Companies, The, 282

L

• L&D programs. See learning and development programs
• labor disputes, 313
• languages
  • discriminatory interview questions, 125–126
  • second-language skills, 45

• “last-chance” (final) written warnings, 334–335

• layoffs, 346–351
  • alternatives to, 349–350
  • easing burden of, 348
  • helping those who remain, 350–351
  • legal implications, 347–348
  • outplacement firms, 348
  • reasons for, 346
  • weighing possibility of, 347
• Leadership Challenge, The (Kouzes and Posner), 239
• leadership development, 281–286
  • building strategy for, 284
  • defining leadership competencies, 284
  • defining leadership qualities, 283
  • evaluating results, 285–286
  • levels of leadership, 282
  • performance management process, 298
  • program options, 285
  • suitability for leadership, 285
• leading questions, 121–122
• learning and development (L&D) programs, 11, 255–270
  • coaching, 265–266
  • conferences, 263–264
  • effective programs, 268–269
  • evaluating results, 269–270
  • executive education seminars, 264–265
  • formal programs, 263
  • individual development plans, 267, 381
  • learning culture, 258–259
  • lunch-and-learn sessions, 267
  • mentoring, 265
  • microlearning, 266–267
  • needs assessment, 259–261
    • growth activities, 260
    • ingredients for growth, 261
    • questions to ask, 259–260
  • online learning, 261–262
  • in-person learning, 261–262
  • public learning events, 263–264
  • seminars, 263–264
  • succession planning, 290–291
  • talent development, 256–258
    • connecting initiatives to other HR activities, 258
    • defined, 256
    • goals of, 256–258
    • talent management vs., 256
  • upskilling, 16
• learning culture, 258–259
• learning management systems (LMSs), 29
• legal issues, laws, and regulations, 12, 192–196, 311–328
  • Affordable Care Act, 208, 221–223
  • Age Discrimination in Employment Act, 75, 196, 319–320
  • Americans with Disabilities Act, 62, 75, 127, 196, 226, 321
  • Anti-Kickback Act, 196
  • Civil Rights Act of 1964, 75, 196, 327
  • Consolidated Omnibus Budget Reconciliation Act, 221, 322, 342
  • contingent workers, 55–56
  • Copeland Act, 196
  • Davis-Bacon Act, 196
  • deductions, 193
  • discrimination, 98, 314, 381
  • disparate impact, 314–315
  • diversity, equity, and inclusion, 87
  • dynamic legal landscape, 312
  • employee assistance programs, 225–226
  • employee handbooks, 178–179
  • Employee Retirement Income Security Act, 216–217, 221, 225
  • employment-at-will, 331
  • Equal Employment Opportunity Commission compliance, 27, 46, 56, 62, 106, 315–319, 352–354
  • Equal Pay Act, 196, 317, 322
  • exempt vs. nonexempt workers, 194–195
  • failure to hire claims, 25
  • Fair Credit Reporting Act, 105, 379
  • Fair Labor Standards Act, 193, 323, 345, 381–382
  • Family and Medical Leave Act, 207, 221–223, 322–323, 331, 380–382
  • Federal Unemployment Tax Act, 324
  • Genetic Information Nondiscrimination Act, 87
  • Health Insurance Portability and Accountability Act, 226–228, 324–325
  • human resources information systems, 27
  • Immigration Reform and Control Act, 325
  • inconsistencies, 312–313
  • Internet Applicant Final Rule, 87
  • interviewing, 111, 127
  • labor disputes, 313
  • layoffs, 347–348
  • leaves of absence, 221–222
  • National Labor Relations Act, 325–326
  • Office of Federal Contract Compliance Program compliance, 319
  • Older Workers Benefit Protection Act, 320–321
  • online job boards, 75–76
  • Patriot Act, 314
  • pay frequency, 193
  • pay timeliness, 193
  • performance management process, 306
  • position success profiles, 61–62
  • pre-employment testing, 102–103, 105–106
  • Pregnancy Discrimination Act, 326
  • procedures manuals, 178–179
  • Rehabilitation Act, 326
  • retirement packages, 216–217
  • reverse discrimination claims, 88
  • Sarbanes-Oxley Act, 327
  • Social Security Act, 206
  • talent development, 257
  • technology and, 25
  • termination, 341–342
  • time off, 220
  • unemployment insurance, 206
  • unions, 313
  • unlawful harassment, 352–354
  • vague definitions, 312–313
  • wage and hour claims, 25
  • wage and hour laws, 192–193
  • Wage Garnishment Law, 196
  • wage-theft prevention laws, 324
  • waivers of rights, 345
  • Walsh-Healey Act, 196
  • wellness programs, 211
  • Worker Adjustment and Retraining Notification Act, 327–328, 347–348
  • worker classifications, 47
  • workers’ compensation, 207
  • work-life flexibility, 233
  • workplace injuries, 56, 382
  • wrongful termination, 25
• lifestyle spending accounts (LSAs), 205
• life/work integration, 8
• LinkedIn, 75, 77–78, 271
• LMSs (learning management systems), 29
• LSAs (lifestyle spending accounts), 205
• lunch-and-learn sessions, 267

M

• managed-care programs, 209–210
• market pay adjustments, 197
• marketing mindset, 362
• Mashable, 75
• McKinsey & Company, 19, 232
• Medicare, 206
• mental health, 21, 205, 244
• mentoring, 11, 274–279
  • coaching vs., 174, 279
  • employee development and growth, 265
  • how it works, 275–276
  • implementing, 278–279
  • matching mentors and mentees, 277–278
  • onboarding process, 173–174
  • as recruiting and retention tool, 174
  • relationships, 173–174
  • setting clear expectations, 276
  • why it works, 275
• merit pay raises (performance-based pay raises), 197
• microlearning, 266–267
• Microsoft Teams, 30, 176
• Military Caregiver Leave, 207
• minimum wage, 193, 323
• mission statements, 259
• Monster, 75, 77
• Morgan McKinley, 149
• Myers-Briggs Type Indicator, 104

N

• National Association of Dental Plans (NADP), 218
• National Committee for Quality Assurance, 210
• National Criminal Records Database (NCRD), 145
• National Labor Relations Act (NLRA), 325–326
• new-hire turnover metric, 18
• nonexempt employees, 194–195

O

• Occupational Safety & Health Administration (OSHA), 351, 382
• Office of Federal Contract Compliance Programs (OFCCP), 319
• off-the-wall questions, 122
• Ogletree, Deakins, Nash, Smoak & Stewart, P.C., 12, 330
• Older Workers Benefit Protection Act (OWBA), 320–321
• onboarding, 10, 159–180
  • benefits education, 227
  • defined, 160
  • duration of program, 161
  • empathy, 163
  • employee handbook, 177–180
  • first day activities, 164–166
    • conversation, 165
    • greeter, 164
    • introductions, 165
    • lunch, 165
    • onboarding plan, 164–165
    • small win opportunities, 165
    • tour, 165
    • workstation/office, 164
  • first week activities, 166–171, 380
    • employee handbook, 166
    • formal group event plus informal, personalized orientation, 167
    • goal setting, 170–171
    • job responsibilities, 170
    • location for large-group sessions, 168
    • policies, 166–167
    • presenting information in digestible chunks, 169–170
    • procedures manual, 166
    • senior leaders, 168
    • session agenda, 169–170
    • user-friendly and engaging presentations, 168–169
    • workplace layout, 167
  • HR’s role in, 161
  • hybrid work model, 160, 175–177
  • importance of, 161
  • ongoing process, 172–175
    • checklists, 172–173, 380
    • core values, 173
    • feedback, 174–175
    • follow-up meetings, 172
    • mentoring, 173–174
  • procedures manual, 177–180
  • unproductive approaches, 162–163
  • weighted system, 164
• online job boards, 75–76
• online learning, 261–262
• online portfolios, 92
• on-the-job safety, 11, 351
• open houses, 85–86
• open-ended questions, 121
• OSHA (Occupational Safety & Health Administration), 351, 382
• Outlook, 30
• overtime, 195
• OWBA (Older Workers Benefit Protection Act), 320–321

P

• paid holidays, 220
• paid time off (PTO), 219–220, 232
• paradox navigation, 373–376
  • “and/also” thinking, 374
  • anchoring to bigger-picture set of values or vision, 376
  • conviction and perseverance, 375
  • defined, 373
  • diverse perspectives, 375
  • empathy, 375
  • growth and development in, 376
  • identifying paradoxes, 374
  • importance of, 373
  • inclusive solutions, 374–375
  • uncomfortability, 376
• Patriot Act, 314
• pay level setting, 187–188
• Pay Notice for Hourly Rate Employees (New York), 324
• pay raises and base salary increases, 197–198, 200
• pay structure, 188–191
  • broadbanding, 190–191
  • variable pay systems, 188–189
• payroll taxes
  • bonuses, 198
  • contingent workers, 48
  • deductions, 193
  • employees, 48
  • independent contractors, 49
  • Medicare, 206
  • Social Security, 206
  • worker classifications, 47
• payroll/revenue ratio, 192
• Payscale, 187
• people analytics, 17–18
  • DEI workplaces, 20
  • focus of, 17
  • human resources information systems, 27
  • new-hire turnover metric, 18
  • shift in HR from administrative to strategic, 17–18
  • skills in, 34
  • steps to take, 18
• performance improvement plans (PIPs), 334–335, 338
• performance management process, 11, 293–307
  • aligning with company goals, 298–299
  • anchoring to position success profiles, 296–298
    • determining competencies, 297–298
    • determining outcomes, 297
  • benefits of, 294–295
  • celebrating successes, 301
  • coaching, 300–301
  • following up, 307
  • keys to successful reviews, 304–306
    • conducting meeting, 305–306
    • preparation, 305
  • launching program, 302–304
    • communication plan, 303
    • identifying areas for further development, 304
    • preparing for negative reactions, 303–304
    • senior management support, 302
    • tracking mechanism, 302–303
  • legal implications, 306
  • one-on-one meetings or check-ins, 299–300
  • typical ongoing process, 295
  • variation in methods, 296
• performance management systems, 28–29
• performance-based pay raises (merit pay raises), 197
• personality assessments, 104
• phased retirement options, 235
• physical ability tests, 103
• physical well-being, 21, 56, 351
• PIPs (performance improvement plans), 334–335, 338
• position success profiles (job descriptions), 9, 57–67
  • anchoring performance management process to, 296–298
  • blank and sample profiles, 378
  • career pathing, 274
  • clear job titles, 64–66
  • core competencies (success drivers), 66–67
  • creating, 59–64
    • accurately describing success outcomes, 63–64
    • avoiding obsolescence, 62
    • credentials, 62–63
    • educational requirements, 62–63
    • elements to include, 60–61
    • need for, 60
    • qualifications, 62–63
    • realism, 63
    • salary range, 64
    • specificity, 64
  • defined, 58
  • focus on outcomes, 59
  • objective of, 59–60
• positive employee experience creation, 8
  • benefits, 10–11, 203–228
  • compensation philosophy, 10, 183–202
  • corporate citizenship, 11
  • corporate social responsibility, 236–237
  • employee purpose, 230
  • employee recognition programs, 246–251
  • employee surveys, 11, 240–243, 381
  • exercise facilities, 244
  • low-cost perks, 245–246
  • mental health services and preventive care, 244
  • onboarding, 10, 159–180
  • relaxation spaces, 244
  • sabbaticals, 245
  • teambuilding and collaboration, 238–239
  • total rewards system, 181–183
  • tuition assistance or reimbursement, 244
  • work-life flexibility, 11, 229–236
• PPOs (preferred provider organizations), 209–210
• Predictive Index, 104
• pre-employment testing (assessment tests), 59, 101–106
  • challenges of, 105–106
  • hiring based on results, 133
  • reasons for using, 102
  • types of tests, 102–105
    • cognitive ability tests, 103
    • integrity tests, 104–105
    • personality assessments, 104
    • physical ability tests, 103
    • skills assessment tests, 103
    • style assessments, 104
• preferred provider organizations (PPOs), 209–210
• Pregnancy Discrimination Act, 326
• pre-screening, 106–108
  • choosing between methods, 108
  • sample questions, 378
  • via phone, 106–108
  • via video conference, 106–108
• previous applicants, recruiting, 79
• procedures manuals, 177–179
  • creating, 178
  • distribution of, 178–179
  • employee handbooks vs., 177
  • onboarding process, 166
  • standard operating procedures, 177
• profit-sharing plans, 199, 214
• promotions, 197
• psychological safety
  • healthy conflict, 364
  • talent development, 261
  • work-life flexibility, 234
• PTO (paid time off), 219–220, 232
• public learning events, 263–264
• pulse surveys, 241–242, 381

R

• RBL Group, 373
• recruiters, 80–83
  • advantages of, 80
  • direct communication with, 71
  • fees, 82
  • finding, 82–83
  • reasons for using, 81–82
  • replacement guarantees, 82
  • situations to avoid, 83
  • types of, 80–81
• recruitment and hiring, 8–10
  • applicant evaluation, 9, 91–108
  • applicant tracking systems, 27–28
  • background and reference checks, 10, 141–149
  • candidate selection system, 134–139
    • collaboration skills, 138
    • creative problem-solving and innovation, 137
    • emotional intelligence, 138–139
    • growth mindset, 138
    • intuition vs., 134
    • monitoring and evaluating, 134
    • scorecards, 135–136
    • time management, 137
    • weighted system, 134
  • discriminatory questions, 98
  • diversity, equity, and inclusion, 87–88
  • failure to hire claims, 25
  • gamification, 34
  • helicopter parents, 89–90
  • hiring decisions, 131–143
    • challenges in, 139–141
    • cloning effect, 132, 139
    • cross-verification, 140
    • firsthand observations, 133
    • getting help with, 140
    • halo effect, 132, 139
    • interview impressions, 133
    • not forcing the issue, 140
    • past experience, 132
    • system for, 134–139
    • taking your time, 140
    • test and assessment results, 133
    • “top of mind” syndrome, 141
  • hiring manager/recruiter relationship, 58
  • improving application process, 97–98
  • intake meetings, 58
  • intentionality, 69–70
  • interviewing, 10, 109–130
  • job offers, 149–156
    • clarifying acceptance details, 153
    • deadlines, 151
    • drawing the line, 153
    • employment contracts, 155–156
    • negotiating salary, 151–153
    • not delaying, 149
    • signing bonuses, 154
    • staying in touch, 151, 153–155
    • via letter, 150, 379
    • via phone, 149–150
  • key job posting considerations, 71–73
    • active voice and action words, 73
    • creating buzz, 73
    • culture and values, 73
    • description of ideal candidate, 72
    • employee value proposition, 71
    • job qualifications, 72
    • job title, 71
    • organization information, 72
    • position summary, 72
    • quality over quantity, 71
    • salary range, 72
    • sample posting, 378
    • SEO, 73
  • mentoring, 174
  • monitoring, 90
  • plan for conducting and managing process, 70–71
  • position success profiles, 9, 57–67
  • sourcing strategy, 9, 73–86
  • talent strategy, 9, 37–56
• reference checks, 10, 141–143
  • difficulties of, 141–142
  • online, 143
  • sample questions, 379
  • tips for, 142
  • within own network, 143
• Rehabilitation Act, 326
• rejection letters, 378
• relaxation spaces, 244
• remote work. See hybrid work model
• résumé reviews, 92–96
  • chronological résumés, 93
  • cover letters, 94
  • functional résumés, 93
  • history of growth, 94
  • infographic résumés, 92
  • online persona, 95–96
  • online portfolios, 92
  • outcomes, 93
  • red flags, 94–95
  • sample résumés, 378
  • Twitter résumés, 92
  • video résumés, 92
• retention bonuses, 198
• retirement packages, 11, 213–217
  • defined benefit plans, 213–214
  • defined contribution plans, 213–216
  • employee stock ownership plans, 214
  • employer contributions to, 215–216
  • 401(k) plans, 214–216, 380
  • legal implications, 216–217
  • phased retirement options, 235
  • profit-sharing plans, 214
  • Roth 401(k) plans, 215
• reverse discrimination claims, 88
• rewards package, 8
• risk navigation, 8, 12
  • alternative dispute resolution, 340
  • defusing grievances, 338–340
  • employment-at-will, 331–332
  • ethical culture, 330–331
  • layoffs, 346–351
    • alternatives to, 349–350
    • easing burden of, 348
    • helping those who remain, 350–351
    • legal implications, 347–348
    • outplacement firms, 348
    • reasons for, 346
    • weighing possibility of, 347
  • legal issues, 12, 311–328
  • preventing litigation, 332–333
  • progressive disciplinary procedures, 333–338
    • criteria for, 336–337
    • final or “last-chance” written warnings, 334–335
    • questions to ask, 337–338
    • termination, 335
    • verbal warnings, 334
    • written warnings, 334
  • safety and health, 351
  • termination, 12, 341–351
    • common mistakes, 342–343
    • delivering news, 344
    • immediate, 335
    • as part of progressive disciplinary procedures, 335
    • post-termination protocol, 344–345
    • termination meeting, 341–342
    • waivers of rights, 345
  • unlawful harassment, 352–355
  • workplace violence, 355–357
• Robert Half, 187
• Ross School of Management, 373
• Roth 401(k) plans, 215

S

• sabbaticals, 245
• Salary.com, 187
• SalaryExpert, 187
• Salesforce, 229
• same-sex couple benefits, 222–223
• Sapling, 172
• Sarbanes-Oxley Act, 327
• scorecards, 135–136
• search engine optimization (SEO), 73
• SelectSoftware Reviews (SSR), 24
• seminars
  • executive education seminars, 264–265
  • professional association conferences and seminars, 263–264

• 7 Habits of Highly Effective People, The (Covey), 369–370

• severance agreements, 345
• sexual harassment, 352–353
• short-term compensation (STC) programs, 349–350
• SHRM (Society for Human Resources Management), 215, 224, 237, 287
• sick time, 220
• signing bonuses, 154
• skills assessment tests, 103
• Slack, 15, 30, 176
• SMART goals, 299
• social media, 77–79
  • interaction, 77
  • keeping up with HR tech through, 24
  • making information available in early stages, 78
  • making presence known, 78
  • online persona, 95–96
  • percentage who use, 77
  • reference checks, 143
  • review services, 79
  • skills in, 34
• Social Security, 206
• Social Security Act, 206
• Social Security number tracing, 145
• Society for Human Resources Management (SHRM), 215, 224, 237, 287
• sourcing strategy, 9, 73–86
  • campus recruiting, 83–84
  • candidates who previously applied, 79
  • company website, 76
  • DEI workplaces, 20
  • employee referrals, 74
  • government employment services, 86
  • intake meetings, 59
  • job fairs, 84–85
  • online job boards, 75–76
  • open houses, 85–86
  • recruiters, 80–83
    • advantages of, 80
    • direct communication with, 71
    • fees, 82
    • finding, 82–83
    • reasons for using, 81–82
    • replacement guarantees, 82
    • situations to avoid, 83
    • types of, 80–81
  • social media and online networking, 77–79
    • interaction, 77
    • making information available in early stages, 78
    • making presence known, 78
    • percentage who use, 77
    • review services, 79
  • tracking system, 73
  • walk-ins, 86
• spot bonuses, 198
• SSR (SelectSoftware Reviews), 24
• staffing/recruiting firms, 51–52, 81, 378. See also contingent workers; recruiters
• stakeholder relationships, 367–372
  • alignment with shared values, 370
  • conflict and tension, 371
  • identifying stakeholders, 368–369
  • importance of, 368
  • owning your actions, 371–372
  • proactive communication, 370–371
  • responding vs. reacting, 372
  • trust, 372
  • understanding others’ perspectives, 369–370
• Starbucks, 20
• state background checks, 145–146
• stay interviews, 242–243
• STC (short-term compensation) programs, 349–350
• stock, 199–200
• Strazzulla, Phil, 24
• style assessments, 104
• success drivers (core competencies), 66–67
• SuccessFactors, 31
• succession management systems, 30
• succession planning, 257, 286–292
  • creating flexible understanding with candidates, 289–290
  • creating plan, 287–288
  • evaluating results, 291–292
  • missteps in, 288–289
  • selecting candidates, 288–289
  • selecting candidates from outside, 289
  • technology for, 291
  • timing, 287

T

• talent assessment. See applicant evaluation; background checks; interviewing; reference checks
• talent development, 256–258. See also learning and development programs
  • connecting initiatives to other HR activities, 258
  • defined, 256
  • goals of, 256–258
  • talent management vs., 256
• talent recruitment and hiring. See recruitment and hiring
• talent sourcing. See sourcing strategy
• talent strategy, 9, 37–56
  • arguments for attracting talent from outside, 46
  • employer brand, 38–39
  • filling positions from within, 43–46
    • advantages of, 43
    • drawbacks of, 43
    • employee skills inventory, 44, 378
    • internal hiring process, 44
    • looking for internal talent, 44–46
  • objective of, 37
  • rehiring former staff, 44
  • worker classifications, 47–49
    • contingent workers, 48–56
    • employees, 48
    • factors determining, 47
    • independent contractors, 49
    • summary of differences among, 378
  • workforce planning, 39–42
    • developing potential within current team, 41–42
    • strategic approach to, 40–41
• team bonuses, 198
• teambuilding and collaboration, 238–239, 364
• temporary pay cuts, 349
• termination, 12, 341–351
  • common mistakes, 342–343
  • delivering news, 344
  • immediate, 335
  • as part of progressive disciplinary procedures, 335
  • post-termination protocol, 344–345
  • termination meeting, 341–342
  • waivers of rights, 345
  • wrongful, 25, 332–333
• TikTok, 95
• time management skills, 137
• time off, 219–220
• time to fill metric, 58
• time to hire metric, 58

• “top of mind” syndrome, 141

• TopResume, 138
• total rewards system, 181–183. See also benefits; compensation philosophy; positive employee experience creation
  • approach to designing and implementing, 182
  • communicating, 200–201
  • components of, 182
  • total rewards statements, 183, 201, 380
• Towers Watson, 214
• Trello, 15
• tuition assistance or reimbursement, 244
• Twitter, 77–78, 92

U

• unlawful harassment, 352–355
  • decisive action, 355
  • investigating complaints, 355
  • overview, 352
  • publicizing policies, 354, 382
  • reporting process, 354
  • sexual harassment, 352–353
• upskilling, 16
• U.S. Bureau of Labor Statistics, 187, 213, 220
• U.S. Department of Homeland Security, 146
• U.S. Department of Labor, 86, 216, 233, 323

V

• vacation days, 220
• variable pay, 186
• verbal warnings, 334
• Verified Market Research, 24
• Victory Through Organization (Ulrich, Kryscynski, Ulrich, and Brockbank), 376
• video résumés, 92
• violence, 355–357
• vision coverage, 218
• volunteerism, 84, 237, 246
• vouchers, 219

W

• Wage Garnishment Law, 196
• wage-theft prevention laws, 324
• walk-ins, 86
• Walsh-Healey Act, 196
• WARN (Worker Adjustment and Retraining Notification) Act, 327–328, 347–348
• Washington Post, 87
• wellness programs, 211, 213
• WFA (work-from-anywhere), 14–15, 231–232. See also hybrid work model
• Willis Towers Watson, 197, 203
• work schedule reductions, 349
• Worker Adjustment and Retraining Notification (WARN) Act, 327–328, 347–348
• worker classifications, 47–49
  • contingent workers, 48–56
  • employees, 48
  • factors determining, 47
  • independent contractors, 49
  • summary of differences among, 378
• workers’ compensation, 207
• workforce planning, 39–42
  • defined, 39
  • developing potential within current team, 41–42
  • questions to ask, 41
  • strategic approach to, 40–41
  • traditional approach to, 40
• work-from-anywhere (WFA), 14–15, 231–232. See also hybrid work model
• working from home, 8
• work-life flexibility, 11, 229–236
  • alternative scheduling, 232
  • best practices, 236
  • commitment to, 233–235
  • compressed workweek, 232
  • condensed schedule, 232
  • defined, 231
  • flextime, 231
  • freelancing, 232
  • job sharing, 232
  • leadership and, 235–236
  • legal implications, 233
  • paid time off, 232
  • phased retirement options, 235
  • remote work, 232
• workplace injuries, 56, 382
• workplace violence, 355–357
• workshare, 349
• written warnings, 334–335

Y

• Yelp, 79
• YouTube, 77

Z

• ZipRecruiter, 75