The Manager's Guide to HR: Hiring, Firing, Performance Evaluations, Documentation, Benefits, and Everything Else You Need to Know

The Manager's Guide to HR: Hiring, Firing, Performance Evaluations, Documentation, Benefits, and Everything Else You Need to Know

The Manager's Guide to HR: Hiring, Firing, Performance Evaluations, Documentation, Benefits, and Everything Else You Need to Know

The Manager's Guide to HR: Hiring, Firing, Performance Evaluations, Documentation, Benefits, and Everything Else You Need to Know

Synopsis

The essential HR overview every manager and small-business owner needs.<\p>

Managing people is a tricky business—and managers and small business owners need a clear understanding of the essentials of human resources to survive. The original edition of The Manager’s Guide to HR provided readers with a plain-English introduction to the regulations, rights, and responsibilities related to hiring and firing, benefits, compensation, documentation, performance evaluations, training, and more. But much has changed since then.<\p>

Extensively revised, the second edition covers all the key areas and brings readers up to speed on current developments in employment law, including:<\p>

  • How social media is changing the recruitment landscape
  • Shifting labor standards regarding compensation and benefits
  • The National Labor Relations Board’s stance on work-related employee speech on social media
  • The Employee Retirement Income Security Act
  • New record-keeping requirements
  • Amendments to the Family and Medical Leave Act and the Americans with Disabilities Act

Featuring step-by-step guidance on everything from COBRA compliance to privacy issues, this trusted resource is now—once again—the most up to date.<\p>

Excerpt

Hiring dumb is easy. Hiring smart is hard.

All it takes to hire dumb is to select a job description written by someone once upon a time, a long time ago—one that is hopelessly out of date when compared with the job as it currently exists—and then use that job definition to recruit a candidate who fits the job description, not the actual job.

Hiring dumb also involves advertising job openings in ways that discriminate against potential candidates based on their race, religion, age, sex, national origin, physical disabilities, or other legally protected characteristics.

Hiring smart involves defining the job properly, and then developing a job description that is more than a bullet list of generalized descriptors of technical skills.

A well-researched and well-developed job description is the foundation stone of smart recruiting, interviewing, and hiring, as well as staff retention.

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