The Everything HR Kit: A Complete Guide to Attracting, Retaining, and Motivating High-Performance Employees by John Putzier, David Baker |, Paperback | Barnes & Noble
The Everything HR Kit: A Complete Guide to Attracting, Retaining, and Motivating High-Performance Employees

The Everything HR Kit: A Complete Guide to Attracting, Retaining, and Motivating High-Performance Employees

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by John Putzier, David Baker

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Whether or not an organization has a Human Resources department, chances are it could benefit from some informed, practical and cutting edge HR know-how. The Everything HR Kit paves the way for any company—large or small—to reduce employee turnover, improve the quality of its people, and successfully manage their performance. This user-friendly


Whether or not an organization has a Human Resources department, chances are it could benefit from some informed, practical and cutting edge HR know-how. The Everything HR Kit paves the way for any company—large or small—to reduce employee turnover, improve the quality of its people, and successfully manage their performance. This user-friendly guide takes readers step-by-step through all the best practices of recruiting, interviewing, screening, selecting, and managing employee performance. The accompanying CD features a plethora of forms, assessments, and other key documents a well-run HR department needs, including sample:

Recruitment brochures
• Job descriptions
• Interview worksheets
• Candidate assessment forms
• Orientation checklists
• Employee handbooks
• Performance evaluation and training matrices
• Employee perception surveys
• Exit checklists, letters, and worksheets
• Action plans

Filled with customizable tools and practical guidance, this is a handy and essential toolkit that will improve the HR-related processes in any organization.

Editorial Reviews

From the Publisher
"The book is well organized and flows easily as the concepts of each chapter are introduced. The reader is able to go directly to the content about which he or she needs additional information, resources, or another point of view." —AORN Journal

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Read an Excerpt

Introduction: Making the Case


We cannot change what we don’t acknowledge. This section will help you and your leadership team understand and acknowledge where you are now, where you could be, and the areas in which you need to focus if you are to become an employer of choice. It is worth taking the time to reflect and assess where your gaps in performance are so that you will have the motivation to move forward—that is, to acknowledge what you need to change or improve upon.

The first step is to complete the brief Human Resource Best Practices

Self-Assessment that follows, before embarking on the rest of this kit. (A blank copy of this assessment tool is also on the enclosed CD.)

It will introduce you to the concept of “Total HR” and how it is different from the way you probably look at the dynamics of the employment process today. It will also give you a snapshot of where to start and show you your long-term opportunities for improvement. Ideally, each member of your management/leadership team should complete this survey independently, followed by a team meeting, discussion, and comparison of the results. Then, as you proceed step by step through the rest of the kit, you will have better consensus and focus on how and why to become an employer of choice, and greater motivation to do so.

Note that we use both the terms management and leadership. They are not synonyms, nor are they interchangeable. At the end of this book, you will learn what the differences are, and how to transform your current “management” team into a “leadership” team. There are tools, templates, and techniques throughout this book and the accompanying CD that address both roles, that is, management (operational) and leadership (strategic).


If you completed the HR Self-Assessment in the prior section, you now know where your opportunities for improving employee motivation and retention lie. But that’s just the beginning. Now we’re going to see how much these lost opportunities are costing you in turnover.

If you have been in the employer’s seat for any length of time a you already know how painful turnover is, both to you and to your entire organization—not just in dollars, but in aggravation.

However, some people still need convincing, so the next worksheet will give you a conservative, real dollars estimate of what turnover actually costs when just one employee leaves and must be replaced. Remember, this does not take into consideration the intangible costs, such as customer relations and stress on coworkers (and you).

For this example, we used the scenario of an auto dealership losing a sales consultant, not only because this is a traditionally high-turnover profession and industry but also because most people can relate to the product and other key variables.

You can use this same worksheet (also on the CD) to plug in your own “real” numbers and assumptions for any position. It doesn’t matter what industry or sector you are in or what your product or service is; the methodology is the same. The bottom line is that the cost of losing people is staggering, as you will see.

And now for a real eye-opener! Go to your payroll department and ask how many W-2s it issued in the last calendar year. Then ask how many employees you actually have on staff. If you have

100 employees and you issued 200 W-2s, then you have 100

percent turnover. (Please note that this does not imply that you have 100 percent turnover in every department. We recommend that you drill down a look at each department separately, and identify where the highest turnover is occurring. For example, you may have 200 percent turnover in your sales force and little or no turnover in your office staff.)

Now take the turnover calculator and multiply the cost of turnover for one position times the number of people you lost last year.

Obviously compensation is a variable, but this is a simple and powerful (quick and dirty) estimate, and if that doesn’t give you heartburn, then nothing will. Want more evidence? Read on.


Every organization is on either the high road or the low road to employee and customer satisfaction. Take a look at the two cycles in Figure I-1 and ask yourself which road your organization is traveling.

Then ask yourself, of the five components, which one do you have the most control over? If you answered “employee satisfaction,” then you are ready to move forward with this program.

We can’t improve profitability just by raising prices. We can’t satisfy the customer just by having great processes (words on paper). It’s the people working theprocesses that determine whether our customers are happy, and whether we are making money or achieving our mission.

With employee satisfaction comes employee loyalty; with employee loyalty comes customer satisfaction; with customer satisfaction comes customer loyalty; and with customer loyalty comes profitability, which comes full circle to further enhance employee satisfaction, and so on, and so on. And the reverse is just as true. It’s usually not hard to see and know which cycle an organization is on.

Every organization has products or services. Most organizations are selling a commodity, in the minds of most consumers. Every organization has computers, equipment, and all of the other stuff it needs in order to operate. What is the only variable that distinguishes you in the marketplace? Your people! The people who are operating those computers, working that equipment, and so on, are the link between process and profitability.

Start with your people, and the rest will follow much more easily.

Customer loyalty is a direct result of a stable, trusting, and positive relationship with the people who sell to and service the customer. If I never see the same person twice when I visit your establishment, I lose confidence and comfort in doing business with you. But if I see Joe or Mary time after time, I start to feel connected and even obligated to respect the relationship a because I know that I will probably see this person again. a also know that this is a good organization if I see people sticking around.

Customers are more forgiving of our errors if they know and like us. If they know we have satisfied them before, and that our hearts are in the right place, then they will be more understanding if and when we cannot hit a home run every time.

And finally, customers will even spend more money with us if they like us and trust us. If you tell me that I need something a and I know that you have never lied to me before, I will believe that you are looking out for my interests. If I don’t know you and have never developed a positive relationship with you, then I will be leery of trusting your advice.

People + Process = Performance + Profitability


When you completed the Human Resources Best Practices

Self-Assessment at the beginning of this introduction, you were introduced to the Cycle of Employment, starting with your brand image as an employer and moving on to how and where you look for people, how you bring them on board, and so on.

Most organizations approach employment as a catch-as-catch-can process. We have a vacancy, so we place an ad or post a notice; we pray that people will call or stop in, then we interview those people (i.e., see if we like them) and ultimately hire the least of the evils and pray some more. How’s this approach working for you?

The first step in the Cycle of Employment is your reputation, or brand image. One thing this kit cannot do for you is improve your image in the marketplace. However, if you follow the steps in this process, you will eventually make an impact on your reputation in the employment market and in the market in general. HR is

PR! It cannot be overstated how critical your reputation is to your recruitment success. Great people gravitate to great employers.

Unfortunately, many businesses do a miserable job of public relations, particularly in the employment market. We do ourselves a serious disservice by not consciously creating a positive brand image of our company as a great place to work. We work so hard to create positive spin around our products, our services, or our mission, but we fail to see the direct correlation between our reputation as an employer and our success in the marketplace.

From now on, think about recruitment and HR overall as a public relations activity. Keep telling yourself that HR is PR! Pay attention to where you spend your time and money in the community. Rather than writing a check or sending volunteers for everything that comes down the pike, or at random a ask yourself if each activity is in alignment with your HR branding strategy.

Think about the message you send out when you interview a on-board, terminate, and carry out all the other HR activities in this kit that create positive or negative word of mouth in the community at large. People talk, and friends listen.

We aren’t just in the market to sell our products or services.

We are in the market to hire great people! In fact, if you look at the Cycle of Satisfaction, people come first. That’s how you sell products and services, and that’s how you create a positive brand image. We will talk about this in more detail in the “Creative Sourcing Strategies” section of Chapter 2.

In a nutshell, the Cycle of Employment (see Figure I-2) starts with your reputation (you can’t hire someone who doesn’t apply)

and continues through the recruitment process and experience a after which you bring new employees on board (reception). From there, it is a function of how you recognize and reward performance a and you can hope that it continues until the employee’s retirement.

The overarching objective and result of all of this is retention (i.e. a employee loyalty that leads to customer loyalty).


As was mentioned in the HR Self-Assessment and the Cycle of Employment, recruitment does not begin when someone applies for a job. It begins with your reputation. Why do some organizations get the pick of the litter, while others have to settle for the losers?

It’s their reputation in the job market and in their communities.

You can’t hire someone who doesn’t apply! If the best and the brightest aren’t coming into the top of the funnel (see Figure I-3) a then what do you expect to come out of the bottom? Garbage in?

Garbage out!

Disney, Nordstrom, Southwest Airlines, Ritz-Carlton, and other such companies do not have nearly as much difficulty finding great people as other companies do; great people find them because they have great reputations. The good news for you is that you can have a more significant impact and footprint in your local community than any big organization can have nationally. You can be a bigger frog in a smaller pond.

Again, when you realize that recruitment is also public relations a you will start to look at your image in the marketplace more seriously. Look at where you spend your time, your money a and your effort in the community, and reengineer it to meet your recruitment objectives, not just your sales objectives.

Meet the Author

JOHN PUTZIER (Prospect, PA) is president of FirStep, Inc., a consulting firm that specializes in workplace performance. A prolific and popular speaker, he is the author of Get Weird! (978-0-8144-7114-2) and Weirdos in the Workplace. DAVID BAKER (Sewickley, PA) is President as CEO of Human Capital Advisors, LLC, an HR consulting firm that special izes in turnkey HR solutions.

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