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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With The Everything HR Kit, whether you are a newcomer or a veteran, you can set up a stellar HR department from scratch. Packed with ready-to-go checklists, sample brochures, job descriptions, customizable forms, interview questions, performance review templates, and more, this one-stop book puts tons of best practices at your fingertips—all instantly… See more details below

Overview

With The Everything HR Kit, whether you are a newcomer or a veteran, you can set up a stellar HR department from scratch. Packed with ready-to-go checklists, sample brochures, job descriptions, customizable forms, interview questions, performance review templates, and more, this one-stop book puts tons of best practices at your fingertips—all instantly accessible and easy to implement.
The book gets right to the heart of HR, and the heart of any successful business—your people. It avoids the theory, jargon, and over-analysis to bring you the core strategies and essential knowledge you need to bring quality people on board, for good, such as reputation, recruitment, selection, on-boarding, employee relations, and performance management.

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

Product Details

ISBN-13:
9780814416105
Publisher:
AMACOM
Publication date:
08/11/2010
Sold by:
Barnes & Noble
Format:
NOOK Book
Pages:
256
Sales rank:
981,928
File size:
2 MB

Read an Excerpt

Introduction: Making the Case

HUMAN RESOURCE SELF-ASSESSMENT

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).

CALCULATING THE COST OF EMPLOYEE TURNOVER

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,

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,

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.

THE CYCLES OF SATISFACTION

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,

because I know that I will probably see this person again.

I 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,

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

THE CYCLE OF EMPLOYMENT

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,

ask yourself if each activity is in alignment with your HR branding

strategy.

Think about the message you send out when you interview,

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,

after which you bring new employees on board (reception). From

there, it is a function of how you recognize and reward performance,

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.,

employee loyalty that leads to customer loyalty).

THE RECRUITMENT FUNNEL

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),

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,

you will start to look at your image in the marketplace more

seriously. Look at where you spend your time, your money,

and your effort in the community, and reengineer it to meet

your recruitment objectives, not just your sales objectives.

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