Lýsing:
This book integrates information from a wide range of scientific studies investigating workforce productivity and present it in a framework that non-academically oriented professionals will find engaging, insightful, and effective for improving their ability to maximize the performance of employees. It explains scientific research findings related to three basic topics critical for maximizing workforce productivity: Job performance.
The book explains the fundamental components that drive job performance. It discusses how the three basic elements of a job (objectives, competencies, and requirements) interact with the three fundamental attributes of employees (experience, attributes, and goals) to influence employee productivity and engagement. It provides a clear and concise description of the elements that need to be considered when designing jobs, hiring employees into these jobs, and managing their performance after they are hired.
Employee productivity. The book discusses widely accepted research findings related to employee productivity that are often ignored or overlooked by managers and companies. These research findings are presented in the form of twelve fundamental principles for maximizing employee engagement and retention. Talent management methods. The book describes key decisions and processes that make or break a companys efforts to maximize workforce productivity.
This includes designing jobs that balance the companys business needs and employees career goals, ensuring that people hired into different jobs will be successful, maximizing performance of employees after they have been hired, and developing employees over time to ensure the company has a steady supply of highly engaged talent to support organizational growth. Techniques are provided for creating sustainable, efficient talent management methods that reflect and reinforce fundamental concepts associated with maximizing employee productivity and engagement.
In addition to these three core topic areas, the book also contains a variety of short vignettes called reality checks and practice guides. Reality checks highlight common misconceptions held by managers and employees about human behavior. For example, the myth that people can be effective at multi-tasking or the widespread belief that the values and abilities of employees from one generation are fundamentally different from those of another generation.
Annað
- Höfundur: Steven T. Hunt
- Útgáfa:1
- Útgáfudagur: 2014-02-10
- Hægt að prenta út 2 bls.
- Hægt að afrita 10 bls.
- Format:ePub
- ISBN 13: 9781118945896
- Print ISBN: 9780470442418
- ISBN 10: 1118945891
Efnisyfirlit
- Front Matter
- Dedication
- PREFACE
- chapter ONE Why Read This Book?: The Good, the Great, and the Stupidus Maximus Award
- STRATEGIC HR LEADERSHIP: WHAT IT DOES AND DOES NOT LOOK LIKE
- THE PROBLEM WITH HR CASE STUDIES
- 1.1 HOW THIS BOOK IS STRUCTURED
- 1.2 THE ROLE OF HR TECHNOLOGY IN STRATEGIC HR
- HOW TECHNOLOGY IS TRANSFORMING HR: THE DEATH OF THE PAPER BINDER
- 1.3 WHY THIS BOOK MATTERS
- NOTES
- chapter TWO Strategic HR: What It Is, Why It Is Important, and Why It Is Often Difficult
- 2.1 THE FUNDAMENTAL PROCESSES OF STRATEGIC HR
- Figure 2.1 How Fundamental Strategic HR Processes Influence Components of Job Performance and Examples of HR Methods Associated with Each Process
- 2.2 WHY DO WE NEED STRATEGIC HR DEPARTMENTS?
- 2.3 WHAT MAKES STRATEGIC HR DIFFICULT
- WHY PAYING EMPLOYEES TO BE SAFE CAN BE UNHEALTHY
- 2.4 CONCLUSION
- NOTES
- 2.1 THE FUNDAMENTAL PROCESSES OF STRATEGIC HR
- chapter THREE Business Execution and Strategic HR
- 3.1 DEFINING BUSINESS EXECUTION
- TECHNOLOGY AND THE EVOLUTION OF STRATEGIC HR
- 3.2 ASSESSING BUSINESS EXECUTION NEEDS
- Figure 3.1 Business Execution Capability
- SIX QUESTIONS FOR ASSESSING BUSINESS EXECUTION CAPABILITY
- 3.3 USING STRATEGIC HR PROCESSES TO SUPPORT BUSINESS EXECUTION
- 3.4 LINKING SPECIFIC BUSINESS EXECUTION DRIVERS TO DIFFERENT HR PROCESSES
- Figure 3.2 Relationship of Strategic HR Processes to Business Execution Drivers
- 3.5 INCREASING STRATEGIC HR PROCESS MATURITY
- 3.5.1 Right People Maturity Levels
- Figure 3.3 Levels of Strategic HR Process Maturity
- 3.5.2 Right Things Maturity Levels
- 3.5.3 Right Way Maturity Levels
- 3.5.4 Right Development
- 3.5.1 Right People Maturity Levels
- 3.6 INTEGRATING STRATEGIC HR PROCESSES
- Figure 3.4 Integrated Talent Management
- Figure 3.5 Integrated Talent Management Example: Right Development and Right People
- HRIS PLATFORMS AND WORKFORCE ANALYTIC APPLICATIONS: THE GAS AND OIL OF INTEGRATED STRATEGIC HR TECHNOLOGY
- Figure 3.6 The Relationship of Strategic HR Technology, Workforce Analytics Technology, and HRIS Technology Platforms
- PAY AND PROMOTIONS: THE ULTIMATE EXPRESSION OF COMPANY VALUES
- 3.7 CONCLUSION
- NOTES
- 3.1 DEFINING BUSINESS EXECUTION
- chapter FOUR Right People: Designing Recruiting and Staffing Processes
- 4.1 RECRUITING TO SUPPORT BUSINESS EXECUTION
- FROM PROCESSING CANDIDATES TO HIRING PERFORMERS: THE CHANGING ROLE OF RECRUITING
- 4.1.1 Quality of Hiring Decisions
- GETTING HIRING MANAGERS TO TAKE RECRUITING SERIOUSLY
- 4.1.2 Quality of Sourcing
- 4.1.3 Relationships and Networking
- 4.1.4 Hiring Manager Involvement
- 4.1.5 Integrated Talent Management
- 4.2 CRITICAL RECRUITING DESIGN QUESTIONS
- 4.2.1 What Types of Jobs Are We Hiring For?
- Table 4.1 Job Categories and Related Recruiting Processes
- 4.2.2 How Many People Will We Need to Hire, and When Will We Need Them?
- THE DIFFERENCES AMONG TIME-TO-HIRE, TIME-TO-FILL, AND TIME-TO-START, AND WHY THIS MATTERS
- 4.2.3 What Sort of Employees Do We Need to Hire? What Attributes Do Candidates Need to Possess to Become Effective Employees?
- NO ONE IS GOOD AT EVERYTHING
- A SIMPLE JOB ANALYSIS TECHNIQUE
- 4.2.4 What Roles Will Hiring Managers, Recruiters, Coworkers, and Candidates Play in the Hiring Process?
- Table 4.2 Recruiting Roles
- 4.2.5 How Will We Source Candidates?
- Table 4.3 Sourcing Methods
- GENERATIONAL DIFFERENCES AND RECRUITING: SAYING THE SAME THINGS DIFFERENTLY
- 4.2.6 How Will We Select Candidates?
- Table 4.4 Types of Staffing Assessment Tools
- 4.2.7 How Will We Get Newly Hired Employees Up to Full Productivity?
- 4.2.8 How Will We Retain Employees after They Are Hired?
- 4.2.9 How Will We Measure Recruiting Success and Improve Our Processes over Time?
- Table 4.5 Staffing Metrics
- 4.2.1 What Types of Jobs Are We Hiring For?
- 4.1 RECRUITING TO SUPPORT BUSINESS EXECUTION
- 4.3 RECRUITING PROCESS MATURITY
- Figure 4.1 Recruiting Process Maturity Levels
- 4.4 CONCLUSION
- NOTES
- GOAL-SETTING THEORY AND RESEARCH: A THREE-HUNDRED-WORD SUMMARY OF MORE THAN ONE THOUSAND EMPIRICAL RESEARCH ARTICLES
- 5.1 WHAT IT MEANS TO BE A “GOAL-DRIVEN” ORGANIZATION
- GOAL-DRIVEN CULTURES AND EMPLOYEE ENGAGEMENT
- 5.2 THE ROLE OF GOALS IN AN INTEGRATED STRATEGIC HR SYSTEM
- 5.3 GOAL MANAGEMENT CRITICAL DESIGN QUESTIONS
- 5.3.1 How Will You Ensure Employees Have Well-Defined Goal Plans?
- Creating a Well-Defined Goal Plan
- Figure 5.1 Example of Contents from a Goal Library
- Table 5.1 Some Simple Goal-Setting Guidelines
- MAKING A GOAL PLAN SMART
- COMMITMENT, OUTCOME, DELIVERABLE (COD) GOAL METHODOLOGY
- Commitment: What I'm Doing
- Outcomes: Why I'm Doing It
- Deliverables: How I Will Do It
- Creating a Well-Defined Goal Plan
- 5.3.1 How Will You Ensure Employees Have Well-Defined Goal Plans?
- Participative Goal Setting
- Managing Goal Difficulty
- Addressing Goal-Setting Anxiety
- Improving Strategic Communication
- Fairly Evaluating Performance
- Managing Workloads
- Providing Credit for Contributions
- Balance the Use of Goals as a Tool for Communication versus Evaluation
- Goal Categories
- Predefined Goal Plans
- Cascading Goals
- Figure 5.2 Goal-Cascading Example
- Figure 5.3 Goal Cascading Using the Commitments, Outcomes, Deliverables Methodology
- DIFFERENT TYPES OF GOALS FOR DIFFERENT TYPES OF ROLES—WE DON'T ALL WANT THE SAME THING
- Figure 5.4 Plotting Goals from a Development Perspective
- Increasing Goal Visibility
- Sharing and Linking Goals
- Creating Common Interest Groups and Communities
- Focus on Goal Accomplishment Instead of Employee Performance
- Establish Goal-Based Operation Reviews
- Regularly Update Goals
- Link Goals to Other Business Metrics
- Figure 5.5 Levels of Goal Management Maturity
- 6.1 WHY IS PERFORMANCE MANAGEMENT SO DIFFICULT?
- WHY CLAIMS TO ABOLISH PERFORMANCE EVALUATIONS ARE WRONG AND DANGEROUS
- 6.2 WHY DO WE NEED PERFORMANCE MANAGEMENT?
- 6.3 BALANCING THE CONFLICTING GOALS OF PERFORMANCE MANAGEMENT
- 6.4 CRITICAL PERFORMANCE MANAGEMENT DESIGN QUESTIONS
- 6.4.1 What Are the Primary Objectives of Your Performance Management Process?
- EVALUATING PERFORMANCE FOR CLASSIFICATION VERSUS DEVELOPMENT
- Figure 6.1 The Two Sides of Performance Management
- Table 6.1 Performance Management Process Objectives, Elements, and Trade-Offs
- EVALUATING PERFORMANCE FOR CLASSIFICATION VERSUS DEVELOPMENT
- 6.4.2 How Do You Define Effective Performance?
- Defining Performance Based on Goals, Competencies, and Skills
- THE IMPORTANCE OF CLEAR PERFORMANCE DEFINITIONS: COMPARING COMPETENCIES AND SKILLS
- Table 6.2 Comparing Skills and Competencies
- THE ROLE OF COMPETENCIES IN PERFORMANCE MANAGEMENT
- THE IMPORTANCE OF CLEAR PERFORMANCE DEFINITIONS: COMPARING COMPETENCIES AND SKILLS
- Building Competency Models
- Figure 6.2 What a Well-Defined Competency Looks Like
- Figure 6.3 Mix-and-Match Competency Modeling Approach
- Figure 6.4 Increasing Scope of Responsibility Competency Modeling Approach
- THE DEVIL IS OFTEN IN THE DETAILS IN BUILDING COMPETENCY MODELS
- Defining Performance Based on Goals, Competencies, and Skills
- 6.4.1 What Are the Primary Objectives of Your Performance Management Process?
- 6.4.3 How Will You Structure Your Performance Management Cycle? When Will You Evaluate Performance?
- Figure 6.5 The Performance Management Cycle
- Managing Business Operations
- Managing Employee Effectiveness
- Managing Workforce Resources
- Linking Business Operations, Employee Effectiveness, and Workforce Management
- Additional Guidelines for Structuring the Performance Management Cycle
- Goal Feedback Should Be More Frequent Than Performance Feedback
- Performance Coaching Should Occur throughout the Year
- Avoid Tying Performance Reviews to Employment Anniversary Dates
- Separate Performance Reviews into Descriptive Assessment and Normative Evaluation
- Keep Compensation and Staffing Decisions Distinct from Performance Evaluation
- Keep Performance Appraisal Feedback Separate from Communication of Compensation Decisions
- Designing Rating Scales
- Use a Five-Point or Seven-Point Rating Scale
- Provide Descriptive Labels to Guide How Ratings Are Assigned
- Table 6.3 Examples of Descriptive Rating Labels
- Base Ratings on Well-Defined Performance Criteria
- Avoid Overly Complicated Performance Weights
- WHY AUTOMATICALLY CALCULATING OVERALL PERFORMANCE RATINGS IS A BAD IDEA
- USING SOCIAL TECHNOLOGY AND CROWDSOURCING APPLICATIONS TO EVALUATE EMPLOYEE PERFORMANCE
- Figure 6.6 What Goes into a Performance Evaluation
- Figure 6.7 Performance Evaluation Steps
- A. Integrate Objective Data
- B. Employee Self-Assessment
- C. Coworker and Customer Input
- EVALUATING MANAGER PERFORMANCE: WHEN 120 IS WORTH MORE THAN 360
- D. Manager's Initial Assessment
- E. Manager and Employee Review
- F. Manager's Overall Assessment
- G. Manager's Manager Review
- H. Process Administrator Review
- I. Talent Review and Calibration Sessions
- J. Final Assessment
- K. Providing Employee Feedback
- L. Communicating Pay and Staffing Decisions
- M. Performance Improvement Plan (If Needed)
- WHY MANAGERS STRUGGLE TO DIFFERENTIATE BETWEEN HIGH AND LOW PERFORMERS AND HOW TO HELP
- Implementing Calibration Methods
- Clearly Defined Performance Definitions
- Rating Distribution Guidelines
- Percentage of Employees Expected to Be Placed in Different Performance Categories
- THE TRUTH ABOUT FORCED RANKING AND FORCED DISTRIBUTIONS
- Rating Reviews
- Talent Review Sessions
- Compensation Decisions
- DO WE REALLY WANT PAY FOR PERFORMANCE?
- Figure 6.8 Typical Link between Compensation Methods and Performance Criteria
- Staffing Decisions
- Development Decisions
- Workforce Management Decisions
- WHY SOME HR PEOPLE FEAR RIGOROUS PERFORMANCE MANAGEMENT
- Table 6.4 Changes Affecting Manager and Employee Adoption of Performance Management
- Managers' Use of Performance Management
- THE COACH METHOD FOR INCREASING EMPLOYEE PERFORMANCE
- Employees' Use of Performance Management
- Figure 6.9 Performance Management Process Maturity Levels
- Figure 7.1 How Development Works
- THE 360 SURVEY FAD: A LESSON IN MISGUIDED DEVELOPMENT
- 7.1 THE BASIC COMPONENTS OF A DEVELOPMENT PROCESS
- Table 7.1 Common Development Methods
- 7.2 THE SIX PRIMARY DEVELOPMENT METHODS
- 7.3 APPROACHING DEVELOPMENT PROGRAMS FROM AN INTEGRATED PERSPECTIVE
- 7.3.1 All Development Methods Should Leverage Other Development Methods
- Figure 7.2 Relationships between Developmental Methods
- 7.3.2 All Development Methods Use Roles, Relationships, and Resources to Achieve Learning Objectives
- Table 7.2 Mapping Roles, Relationships, and Resources to Six Common Development Methods*
- 7.3.3 Development Is Most Effective When It Is Built Directly into Business Operations
- WHY DEVELOPMENT HAS NO INHERENT BUSINESS VALUE AND WHAT TO DO ABOUT IT
- 7.3.4 Integrated Development as a Way of Thinking
- 7.3.1 All Development Methods Should Leverage Other Development Methods
- 7.4 CRITICAL DEVELOPMENT DESIGN QUESTIONS
- 7.4.1 What Talent Requirements Are You Addressing?
- Table 7.3 Talent Requirements Addressed by Development Processes
- MAKING A CASE FOR DEVELOPMENT
- 7.4.2 What Positions or People Do You Need to Develop?
- 7.4.3 What Employee Attributes Do You Need to Develop in Order to Achieve Your Learning Objectives?
- ASSESSING AND DEVELOPING POTENTIAL
- Table 7.4 Development Methods That Are Most Effective for Influencing Different Types of Attributes
- 7.4.4 How Will You Build and Maintain Development Methods?
- ALIGNING NEW IDEAS TO FAMILIAR CONCEPTS: WHY WORDS MATTER
- USER-GENERATED LEARNING CONTENT: WHERE THE FUTURE MEETS THE PAST
- 7.4.5 How Will You Administer and Support Development Methods?
- Table 7.5 Integration Features to Consider When Evaluating Development Technology
- 7.4.6 How Will You Measure the Impact of Development Programs?
- WHY DEVELOPMENT IS LIKE ROUTINE MAINTENANCE
- Table 7.6 Examples of Development Metrics
- 7.4.7 How Will You Create an Environment That Supports Use of Development Methods?
- SOME COMPANIES PUNISH PEOPLE FOR DEVELOPMENT: IS YOURS ONE OF THEM?
- TALENT POACHING: A CONCEPT THAT SHOULDN'T EXIST
- 7.4.1 What Talent Requirements Are You Addressing?
- Figure 7.3 Development Process Maturity
- STAFFING AND DEVELOPMENT: TWO SIDES OF THE SAME COIN
- 8.1 IDENTIFYING THE CHANGE YOU WANT TO CREATE
- Table 8.1 Talent Process Maturity Grid for Determining the Actions Most Critical to Supporting Your Company's Business Execution Needs
- WHY MOST STRATEGIC HR INITIATIVES TAKE THREE YEARS TO REACH FULL EFFECTIVENESS
- 8.2 DEFINING WHAT THE CHANGE WILL LOOK LIKE
- DISTINGUISHING BETWEEN PROCESS AUTOMATION AND BUSINESS TRANSFORMATION
- Table 8.2 Process Automation versus Business Transformation
- Table 8.3 Examples of Transformation Events Associated with HR Processes
- 8.3 DEFINING HOW YOU WILL CREATE AND MEASURE THE CHANGE
- Table 8.4 Metrics of Strategic HR Process Impact
- 8.4 OPERATIONALIZING THE CHANGE
- DEVELOPING OUR OWN: HOW ONE COMPANY CREATED A VIRTUOUS CYCLE OF STRATEGIC HR
- 8.5 CONCLUSION
- 9.1 ESTABLISHING HR LEADERSHIP CREDIBILITY
- PROBLEMS WITH USING RETURN ON INVESTMENT TO JUSTIFY HR
- 9.2 DEFINING THE CHANGE AND CHANGE REQUIREMENTS
- Figure 9.1 HR Process Stakeholders
- 9.3 PROVIDING TOOLS AND TRAINING TO SUPPORT THE CHANGE
- 9.3.1 How Technology Enables Change
- Functionality
- Figure 9.2 Technology for Competency-Based Performance Assessment and Coaching Feedback
- Figure 9.3 Example of a Technology Design for Strategic HR
- Usability
- Figure 9.4 Example of a Technology Design for Strategic HR: Performance Evaluation Competencies
- Accessibility
- VIRTUAL WORKFORCES + MOBILE HR TECHNOLOGY = BETTER WORKFORCE MANAGEMENT
- Transparency
- Functionality
- 9.3.2 Branding HR Processes
- 9.3.1 How Technology Enables Change
- 9.4 ENLISTING LINE LEADERSHIP TO DRIVE THE CHANGE
- Figure 9.5 Types of Leadership Support for Change
- 9.5 CONCLUSION
- 10.1 NEXT STEPS
- 10.2 PARTING THOUGHTS
- ACKNOWLEDGMENTS
- APPENDIX A: A COMPREHENSIVE LIBRARY OF BEHAVIORAL COMPETENCIES
- DEFINITIONS OF COMPETENCIES AND RELATED QUESTIONS
- Table A.1 Categories of Competencies Reflecting Job Performance
- GUIDE FOR CONDUCTING A STRUCTURED INTERVIEW
- Preparing for the Interview
- Building Rapport with the Candidate
- Asking Interview Questions
- Closing the Interview
- Legal Dos and Don'ts
- Rating Candidates
- DEFINITIONS OF COMPETENCIES AND RELATED QUESTIONS
- Table B.1 Succession Management Process Components
- SUCCESSION MANAGEMENT MATURITY PATHS
- Starting from Nothing with Nothing
- A Few Standard Tools
- ROUNDING OUT THE TALENT FUNCTION
- In Summary
- Table B.2 Three Succession Management Scenarios
- In Summary
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- Gerð : 208
- Höfundur : 11439
- Útgáfuár : 2014
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