by Ron Zemke, Claire Raines, Bob Filipczak
Walk through the tightly packed, hierarchically flattened corridors of America's businesses and what do you hear? Not the sounds of harmony. Instead, you'll probably hear the grumbles of irritation as people with wholly different ways of working, talking, and thinking have been tossed together side by side, cubicle by cubicle. It's the teeth-gritting sound of generations in collision. Read this article»
by Lori Davila, Louise Kursmark, Lori Davila, Louise Kursmark
Coauthored by a hiring consultant to Coca-Cola, Nortel, Siemens, and other Fortune 500 companies, How to Choose the Right Person for the Right Job Every Time explains the advantages of behavioral interviewing and shows managers how to: Identify the skills and characteristics they want in a candidate. Develop an interview format. Ask the right questions--includes 401 sample questions.
by Barbara J. Fick
The law affects just about every aspect of work, from hiring to firing to retiring. Now, as they've done with wills and estates, home ownership, family law, and consumer law, the American Bar Association has written this clear and compact guide to all the law that one needs to know, whether employee or employer. As in all ABA books, the advice is dependable and in plain English--not "legalese."
by Shawn A. Smith, Rebecca A. Mazin
The HR Answer Book addresses 200 questions that every employer needs to deal with, from recruiting and hiring to discipline and termination, compensation and benefits to training and employee relations. Accessible and concise, this on-the-job companion offers expert guidance on all types of "people" issues, enabling managers and human resources professionals to:
* Save time, money, and trouble * Increase employee productivity, satisfaction, and retention * Attract and hire the best candidates while avoiding the inferior ones* * Handle tough issues like sexual harassment, Internet and e-mail usage, performance problems, and more -- fairly, sensitively, and legally.
by Dick Whitney
Asking the old questions, according to authors Dick Whitney and Melissa Giovagnoli, means getting the same old answers. And that can be deadly for any group or company that wants to move ahead. Instead, they offer 75 outrageous, thought-provoking questions that clean out the corporate cobwebs and get workers’ minds working in new and productive directions. Drawing from their own experiences as top international business consultants, Whitney and Giovagnoli provide field-tested "cage-rattlers" that can help improve leadership, resolve on-the-job conflicts, stimulate innovation, facilitate better communication, and much more. Additionally, the guide benefits individuals as much as it does teams, small groups, small businesses, and larger corporations. Read this article»
by Gordon MacKenzie
Creativity is crucial to business success. But too often, even the most innovative organization quickly becomes a "giant hairball"--a tangled, impenetrable mass of rules, traditions, and systems, all based on what worked in the past--that exercises an inexorable pull into mediocrity. Gordon McKenzie worked at Hallmark Cards for thirty years, many of which he spent inspiring his colleagues to slip the bonds of Corporate Normalcy and rise to orbit--to a mode of dreaming, daring and doing above and beyond the rubber-stamp confines of the administrative mind-set. In his deeply funny book, exuberantly illustrated in full color, he shares the story of his own professional evolution, together with lessons on awakening and fostering creative genius. Read this article»
By R.E. Lefton, Ph.D. & Jerome T. Loeb Do you feel you are working harder but getting less done? It is ironic that while business today benefits from technological advances that compress time and allow work to be done faster, more than ever managers are frustrated that they can’t get as much accomplished as they would like. This book will share a systematic method for making assignments that is simple, effective, and helps managers stay on track for getting the important work of their organizations accomplished.
by Leslie Yerkes
Fun Works presents real-life case studies and interviews with dozens of leading authors, companies and individuals that illustrate eleven important principles for creating a fun--and productive and profitable--workplace. Fun Works provides tips, resources, examples, and motivation to make it easy to unleash the power of fun in yourself, your coworkers, and your customers!
by Roger E. Herman, Thomas G. Olivo, Joyce L. Gioia
There’s a dangerously growing shortage of skilled workers to fill jobs. Projections from the Bureau of Labor Statistics forecast a shortage of skilled 10,033,000 workers by 2010. And this shortage is simply raw numbers; it doesn’t fully address the growing skills gap. The numbers also don’t take into account the changing attitudes in the workforce. This book is a wake-up call. Filled with evidence and advice, this book discusses how to evaluate your vulnerability and take action.
by Ken Blanchard and Marc Muchnick
Ken Blanchard, author of The One Minute Manager, is back with another parable, this time assisted by Muchnick, a Ph.D. in industrial organizational psychology. Here, a leadership pill is invented that can turn the most incompetent manager into someone who can get results. The problem is that the pill is only a short fix, one that creates leaders who are obsessed with short-term results and who exhaust their people in an effort to achieve those results. The moral is to inspire and support your team.
By Paul B. Brown
By definition, leaders are people who have to change people's minds. What happens when we change our minds, and what exactly does it take for a person to change her mind and begin to act on the basis of her new opinion? According to this author, there are seven techniques you can use to change someone's mind.
by John C. Maxwell
Success is really just a frame of mind. Good thinking. It's the one thing all successful people have in common. This book doesn't tell readers what to think, it teaches them how to think. After all, success is as simple as changing your mind.
by Mark Edwards
Presents a model for employee assessment in the age of teamwork, based on giving employees feedback from peers, customers, supervisors, and those who work for the employee, and shows how to design and implement it. Can be used in union and nonunion environments, in fields including health care, law, manufacturing, and military operations, and with methods such as diversity management, team-based work structures, and TQM. Contains sample forms and letters. Annotation c. by Book News, Inc., Portland, Or.
by Paul Falcone
Plenty of job titles advise on how to handle interview questions; but too few lend depth to the employer's side - what to ask, and how. Falcone's title is invaluable in telling how to organize interviews to best identify high-performance candidates and how to spot evasions and untruths. An excellent guide to turning general answers into specifics, and to using these candidates' specifics to assess strengths and weaknesses. Midwest Book Review.
by Bob Adams
Furnishes authoritative tips on how to find, interview, and hire the best people for a company, including six hundred interview questions and tips on networking, writing ads, screening techniques, references, and hiring legalities. Ingram. answers into specifics, and to using these candidates' specifics to assess strengths and weaknesses. Midwest Book Review.
by Barbara Kate Repa
Presents an easy-to-use reference guide addressing the hiring of workers, doing background checks, testing applicants, keeping records, paying workers, avoiding discrimination, guarding against sexual harassment, preventing violence, conducting investigations, and firing.
by Kaplan
The Balanced Scorecard shows managers how to mobilize their people to fulfill the company's mission. More than just a measurement system, this revolutionary tool tells readers how to channel the energies, abilities, and specific knowledge they possess into the achievement of long-term goals. Ingram.
by Marcus Buckingham
The authors, both management consultants for the Gallup Organization, use the company's study of 80,000 managers in 400 companies to reach the conclusion that a company that lacks great frontline managers will bleed talent, no matter how attractive the compensation packages and training opportunities. With this in mind, they sought the answers to the follow-up questions: "How do great managers find, focus and keep talented employees." Mary Whaley, Booklist
by Dr. Pierre Mornell
People are the most valuable asset in today’s fiercely competitive workplace. In HIRING SMART, now available in paperback for the first time, Dr. Mornell delineates 45 simple strategies for "people reading"—observing a candidate’s behavior and predicting what they’ll be like in the workplace—that virtually guarantee hiring the best possible candidate for any job.
by Martin Yale
Over 400 questions thoroughly probe the questions "Is the candidate able to do the job?", "Is the candidate willing to do the job?", and "Is the candidate going to be manageable?" HIRING THE BEST also features an extensive review of the pros and cons of hiring temporary workers, part-time employees, consultants, and independent contractors.
by Richard C. Whiteley
An instant business classic and bestseller--the bible of customer service is now available in paperback! This book provides any manager in any size company with a proven, step-by-step program for implementing, measuring, and rewarding both the product and service excellence that leads to true customer loyalty.
by Steingold
New laws affect every aspect of being an employer--from conducting interviews to handling employee benefits to firing. The most complete guide to an employer's legal rights and responsibilities, The Employer's Legal Handbook shows how to comply with workplace laws and regulations, run a safe and fair workplace, and avoid lawsuits. Ingram.
by Leslie A. Perlow
In our natural desire to be liked and to avoid conflict, we will often say "yes" when inside we are screaming "no." Interestingly, the act of silencing conflict may create the consequences we most dread. Yet this pattern is passively promoted by managers in almost every organization. Perlow provides a keen understanding of the hidden issues behind what people say (and don’t say). And more important, she shows how to create relationships where individuals feel empowered to express their genuine thoughts and feelings and to harness the power of positive conflict.
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