The Encyclopedia of Human Resource Management, Volume 2 E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 322

Veröffentlichungsjahr: 2012

Beschreibung

The three volumes in The Encyclopedia of Human ResourceManagement offer a comprehensive review of the essential issuesand most important information available on the topic. Each volumein the encyclopedia contains contributions from some of the mostcelebrated names in the field of human resource management (HRM)and addresses the myriad challenges faced by today's human resourceprofessionals. Volume 2 highlights human resource management forms. The bookcontains a tool that can be used to build HR forms as well asprocessing transactions and measuring effectiveness. The book'smany field-tested forms can be downloaded, modified, and usedimmediately. The contributors also present a view of HR forms thathelp when planning for an audit and compliance activities andreporting on human resource effectiveness. The HR forms include:Interview Assessment Forms, New Employee Orientation Checklist,Blended Learning Program Review Form, Education Workshop Form,Talent Management Form, Job Analysis Worksheet Form, ManagerPerformance Evaluation Form, 360 Degree Feedback Form, SalaryChange Form, Reporting Injury/Accident Form, Employee DisabilityVerification Form, Human Resource Metrics Form, and much more. The Encyclopedia of Human Resource Management gives humanresource professionals the knowledge, information, and tools neededto implement the best practices in the field.

Leseprobe

CONTENTS

Acknowledgments

About the Editors and Authors

Forms Included in this Volume

Introduction to Volume Two

Part One: Recruitment and Staffing

What is Potential?

Recruitment and Staffing Forms

Recruitment Request Form

Recruitment Request Form

EEO Interview Guidelines

EEO Interview Guidelines

Interview Assessment Form

Interview Assessment Form

Candidate Evaluation Form

Candidate Evaluation Form

Criminal History Check Authorization Form

Employee or Independent Contractor Status Check

New Employee Orientation Checklist

New Employee Orientation Checklist

Part Two: Talent Management and Development

What is a High Potential (HiPo)?

Talent Management and Talent Development: What they are, and Why You should Care

The Different Leadership Styles

The Difference Between Management Succession Planning and Technical Succession Planning

Career Planning and Development, and Why You should Care about it

Competency-Based Human Resource Management

Values Modeling, and Why You should Care about it

Talent Management Forms

Talent Management Form

Talent Management Form

Succession Planning Form

Succession Planning Form

Career Development Education Planning Form

Career Development Education Planning Form

Competency Modeling Form

Training and Development Forms

On-the-Job Training (OJT) Reporting Form

On-the-Job Training (OJT) Reporting Form

Blended Learning Program Review Form

Blended Learning Program Review Form

Workshop Evaluation Form

Workshop Evaluation Form

Training Delivery Checklist Form

Training Delivery Checklist Form

Training Evaluation Form

Training Evaluation Form

Client Service Satisfaction and Needs Analysis Form

Client Service Satisfaction and Needs Analysis Form

Part Three: Work/Performance Analysis and Rewards

Performance Appraisals: Understanding, Utilizing, and Unlocking their Potential

Work/Performance Analysis Forms

Position Questionnaire

Position Questionnaire

Position Deliverables and Competencies Form

Position Deliverables and Competencies Form

Job Analysis Worksheet

Job Analysis Worksheet

Job Evaluation Questionnaire

Job Evaluation Questionnaire

Job Description Checklist

Job Description Checklist

Performance Review and Development Plan Form

Performance Review and Development Plan Form

Feedback for Performance Review and Development Plan Form

Feedback for Performance Review and Development Plan Form

Team Member Engagement Performance Review Form

Team Member Engagement Performance Review Form

Associate Performance Evaluation Form

Associate Performance Evaluation Form

Manager Performance Evaluation Form

Manager Performance Evaluation Form

Partner Performance Evaluation Form

Partner Performance Evaluation Form

Practice Leader Evaluation Form

Practice Leader Evaluation Form

360-Degree Evaluation Form

360-Degree Evaluation Form

Consulting Skills Assessment Survey: Self

Consulting Skills Assessment Survey: Self

Consulting Skills Assessment Survey: Client

Consulting Skills Assessment Survey: Client

Rewards Forms

Request for Job Evaluation Form

Request for Job Evaluation Form

Salary Change Form

Salary Change Form

Grade Change and Salary Recommendation Form

Employee Reward Options Form

Employee Reward Options Form

Employee Salary Increase Form

Employee Salary Increase Form

401(k) Plan Designation of Beneficiary Form

401(k) Plan Designation of Beneficiary Form

Relocation Incentive Payment Form

Relocation Incentive Payment Form

Relocation Expense Reimbursement Form

Relocation Expense Reimbursement Form

Employee Reward Nomination Form

Employee Reward Nomination Form

Part Four: Employee Relations and Communication

What are Virtual Teams?

Employee Engagement, and Why it is Important

Employee Wellness Programs

What is Disability Competence, and Why should You Care about it?

What is a “Mature” Worker?

Employee Relations Forms

Employee Involvement Form

Employee Involvement Form

Discrimination and/or Harassment Complaint Form

Discrimination and/or Harassment Complaint Form

Overview of EEO Guidelines

Overview of EEO Guidelines

Reporting of Injury/Accident Form

Reporting of Injury/Accident Form

Confidentiality and Noncompetition Agreement

Confidentiality and Noncompetition Agreement

Upward Feedback Form

Upward Feedback Form

Reasonable Accommodation Checklist

Reasonable Accommodation Request Form

Reasonable Accommodation Request Form

Employee Disability Verification Form

Employee Disability Verification Form

Employee Disciplinary Form

Employee Disciplinary Form

Discipline Documentation Form

Discipline Documentation Form

Disciplinary Warning Notice

Disciplinary Warning Notice

Verbal Warning Checklist

Verbal Warning Checklist

Severance and Outplacement Exit Interview Form

Severance and Outplacement Exit Interview Form

Part Five: Measuring Organization Effectiveness

What is HR Transformation?

Organizational Effectiveness, and Why it is Important

What is Corporate Culture?

Strategic Planning, and Why You should Care about it

Why should You Care about Change Management?

Five Approaches to Change in Organizations

Action Research for Sustainable Change

Accentuating the Positive: Leveraging Strengths to Advantage

How to Identify and Analyze Problems in Your Organization

What is Six Sigma?

Measuring Organization Effectiveness Forms

Climate Survey

Climate Survey

Group Performance Measurement Form

Group Performance Measurement Form (Weekly)

Human Resource Metrics Form

Human Resource Metrics Form

Summative Evaluation Guide

Stakeholders/Criteria Matrix

HR Audit Checklist

HR Audit Checklist

Part Six: Additional Resources

The HRIG Model

Work Forms Chart

Websites

Forms available on the Website for this Volume

Index

Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved.

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Library of Congress Cataloging-in-Publication Data

The encyclopedia of human resource management / executive editor, William J. Rothwell.

p. cm.

Includes bibliographical references and index.

ISBN 978-0-470-25773-9 (v. 1)—ISBN 978-0-470-25772-2 (v. 2)—ISBN 978-0-470-25771-5 (v. 3) — ISBN 978-0-470-59134-5 (set)

1. Personnel management—Encyclopedias. I. Rothwell, William J.

HF5549.A23E53 2012

658.3003—dc23

2011043463

Volume 2 ISBN: 978-0-470-25772-2

Acquiring Editor: Matthew Davis

Director of Development: Kathleen Dolan Davies

Production Editor: Dawn Kilgore

Editor: Rebecca Taff

Editorial Assistant: Michael Zelenko

Manufacturing Supervisor: Becky Morgan

ACKNOWLEDGMENTS

A special thank you to Hsin-Ling Tsai for organizing and taking the lead role in this project and with the Penn State Learning & Performance Systems (LPS) Research Team. Her contribution was pivotal to the development of this volume.

Thank you to the following organizations for sharing their forms:

Allied Services

Gerrity’s Market

Keystone College

Thank you to the following individuals who contributed to the development of this volume:

Heather Godino

Dana M. Harris, MBA

ABOUT THE EDITORS AND AUTHORS

Rashed A. Alzahmi is a Ph.D. candidate in workforce education and development with an emphasis on human resource development and organization development at the Pennsylvania State University. He holds master’s and bachelor’s degrees in workforce education and development from The Pennsylvania State University and an AAS in accounting from Pennsylvania College of Technology. Alzahmi was head of the Scholarship Department in Abu Dhabi National Oil Company (ADNOC) in the United Aarb Emirates from 2004 to 2010, where he was responsible for training and recruiting talented individuals to the ADNOC and its group companies through educational programs. He also served as a committee member in the Glenelg School of Abu Dhabi. His research interests revolve around strategic planning for human resource development, workforce planning, and organization development.

Catherine Z. Baumgardner is president of Catherine Baumgardner & Associates, Inc., a full-service consulting practice focused on the organization development of customer-focused cultures in the health professions. Catherine has nearly twenty-five years of experience at senior levels of healthcare management and consulting and has worked with hospitals and physician practices across the United States and Canada. She is a fellow in the American College of Healthcare Executives, and received her bachelor of science in business administration and her master’s degree in health administration from The Ohio State University. She is a Ph.D. candidate in workforce education and development at The Pennsylvania State University, with an emphasis on organization development and human resources. Her research interests include cross-cultural work engagement in the healthcare field, with a special emphasis on the Hispanic population. She is a popular speaker and author for industry related associations and professional associations.

G.M. (Bud) Benscoter, Ph.D., is principal associate with Quanovia, a human performance consulting company. Bud has more than twenty-five years of experience in marketing, sales, training, organization development, and management. His consulting clients include IBM, Toyota Motor Sales, Constellation Energy, Campbell Soup, Pepperidge Farms, AstraZeneca, Wyeth Pharmaceuticals, Merck, The Bentley Institute and Godiva Chocolatier. He is certified to deliver 360 feedback instruments developed by the Center for Creative Leadership. Bud has a master’s degree and a Ph.D. in instructional systems design from Penn State, where he taught for twenty years in both the instructional systems and M.B.A. programs. He received the Excellence in Teaching Award from the Smeal College of Management in 1997 and 2005. Bud also taught for three years at the Wharton School of Business at the University of Pennsylvania and taught management communications in the Fuqua School of Business at Duke University from 2006 to 2010. He recently taught two courses in Singapore as an adjunct faculty member in graduate education for George Washington University.

Yasser Binsiddiq is a first-year Ph.D. candidate in workforce education and development at Penn State University. He received his bachelor’s degree in applied mechanical engineering in Saudi Arabia. He worked six years in the field—taking on progressively increasing responsibilities in managing construction projects, supervising contractors, and coordinating efforts of dozens of employers, to name only a few—his desire for entry into higher managerial positions led him to pursue a master’s degree in business administration in Saudi Arabia. Then he worked as plant manager in Technical Tetravalent Lead Smelting Plant for recycling company for three years, providing support to employers in three different areas concerning plant- related problems. He worked as chief engineer for an international business group in Jeddah, Saudi Arabia.

Dale Bradley Elwood is a second-year Ph.D. candidate in the workforce education and development program with an emphasis on community college leadership at the Pennsylvania State University. His research interest is to explore career and technical education teacher preparation opportunities with a goal of preparing quality CTE teachers for the future.

Danielle Evanoski is a graduate student at The Pennsylvania State University in the workforce education and development program. Currently, Evanoski is working as a research assistant while pursuing her doctorate. Her background is in employment and labor relations. Her research interests are in organization and leadership development.

Daniela Feenstra, MBA, is a Ph.D. candidate in the workforce education and development program on the University Park campus of The Pennsylvania State University.

I-Pang Fu is a first-year Ph.D. student in the workforce education and development program at The Pennsylvania State University. He received his master’s degree in education with a specialization in human resource development at the University of Illinois in 2010 and an MBA degree at the National Changhua University of Education in 2006. His research interests are social networking, instructional technology, and organizational socialization of new employees.

Cathy Lee Gibson, MBA, SPHR, is the president and founder of NovaCore Performance Consulting, LLC, a firm committed to enhancing the performance of individuals and teams in workplaces. To this role, Cathy brings more than twenty years of training, consulting, HR, and management experience from a range of industries, organizations, and sectors. Cathy’s expertise spans a variety of topics, with a particular focus on strategic interviewing and performance management initiatives.

Thomas J. Horvath, MBA, has had broad experience in leadership consulting, marketing, sales, process improvement, product development, training design and delivery, and project management at such companies as Prudential, Standard Register, Merrill Lynch, Bank of America, and CNL. In addition, his firm has led a variety of consulting engagements with all sizes of companies and nonprofit organizations. Horvath received his master’s of business administration degree from the University of North Florida and his bachelor’s of science in business administration from Bloomsburg University. He has served as an adjunct instructor with several international universities and as a consultant to a variety of organizations.

Sohel Imroz, MBA, is a first-year Ph.D. candidate in the workforce education and development program at Penn State. Sohel earned his bachelor’s degree in computer science from the University of Science and Arts of Oklahoma, MBA from Drake University, and master’s in management information systems from the University of Nebraska at Omaha. In addition to being a student, Sohel works full-time as a senior business analyst/ITIL problem manager. His research interests are talent management; leadership development, executive education, and IT service management.

Leanne Kavulich graduated from Keystone College with a major in sport and recreation Management with a minor in human resource management. She is currently pursuing a career in event planning.

Junghwan Kim is a Ph.D. candidate in the adult education program at The Pennsylvania State University. He is currently employed as a graduate assistant in the adult education program and as a lead researcher on the Learning and Performance Systems Research Team. Kim earned a B.A. in education and political science and diplomacy and an M.A. in education from Yonsei University in Seoul, South Korea. His work experiences include various educational research projects, HR/lifelong learning city consulting, and lecturing. Recently, he served as an intern at a nonprofit community organization in New York City. His research interests are HRD, informal/workplace learning, community learning/development, and socio-cultural approaches to adult/lifelong learning and education.

Taesung Kim is a Ph.D. candidate in the workforce education and development program at The Pennsylvania State University. He earned his BA in education and MS in human resource development in Republic of Korea (South). He has had over ten years of HRD experience and most recently worked for KPMG Korea as an internal HRD manager. Now he is a full-time doctoral student; his research interests are informal learning, an integrated approach to workplace learning, and diffusion of change in the organization.

Woocheol Kim is a second-year Ph.D. candidate in the workforce education and development program at The Pennsylvania State University. His emphasis is human resource development/organization development. He previously worked at Samsung Electronics for six years in Korea. He was in charge of training and development for engineers and staff in terms of HRD and establishing and implementing an organizational culture strategy to support creative management of Samsung Electronics. He earned his B.E. in mechanical engineering at Sung-Kyun Kwan University and his master’s in HRD strategy summa cum laude from the Graduate School of Global HRD at Chung-Ang University, Korea. His current research interests are organization development, positive change, career development, and work engagement.

Maria T. Kirby, MBA, has in-depth field experience from a widevariety of industries and has led companies in workforce development, business infrastructure and capital development, and industrial and energy efficiency initiatives. Her professional experience includes economic development work with more than 130 companies and multiple industry consortium groups. Kirby is currently the director of the business program portfolio for Penn State’s academic outreach unit and she is enrolled in Ph.D. coursework in workforce education and development (human resource development/organization development track) in Penn State’s College of Education.

Mary Langendoerfer is a second-year student at Keystone College, majoring in accounting. She is pursuing her bachelor’s degree and preparing to take the CPA exam in the near future. She attends college full-time and also works full-time.

Jed Lindholm, Ph.D., SPHR, GRP, teaches organizational behavior at Worcester Polytechnic Institute and international HR management at Shanghai Jiao Tong University. His experience includes fifteen years in human resources and work as a change agent, director/manager, and internal and external consultant. He has focused on performance management, total rewards, HR analytics, and workplace learning in the higher education, healthcare, hospitality, manufacturing, distribution, and software industries. His research and teaching experience includes the areas of organizational performance improvement, competency identification, and rewards management. Jed has published articles on competency modeling, leadership behavior, and measuring human resource programs. He has co-published books on workplace competency and succession planning, and reviews articles for WorldatWork.

Jennifer L. Myers, BSOE, MS, is an instructor of workforce education and development in the learning and performance systems program on the University Park campus of The Pennsylvania State University. She works with the Personal Professional Development Center and is a Ph.D. candidate in the workforce education and development program with an organization development and human resources emphasis. She is a graduate of Boston University and the Federal Law Enforcement Training Center. Prior to being retained by The Pennsylvania State University, she was a federal agent with the Air Force Office of Special Investigations. Her current research interests include the recruitment, training/development, and retention of the healthcare workforce caring for America’s aging population.

Sharon Norris, Ph.D., is an assistant professor of business and director of graduate studies, MBA programs, with the Gainey School of Business at Spring Arbor University. She holds a Ph.D. from Regent University in organizational leadership with a major in human resource development.

Shannon N. Oyewole is a second-year dual title M.S. student in the workforce education and development program and comparative international education, with an emphasis on human resource development and organization development at The Pennsylvania State University. Her research interest is to explore the global obesity epidemic and to investigate how workplaces in the United States and in other countries are attempting to curb worker obesity through health initiatives and wellness programs.

Mit Patel is a senior majoring in business administration at Keystone College. After graduation, Mit is interested in pursuing a career as partner/owner in a plastic rope-manufacturing venture in India as well as attaining a master’s degree in international business. Theatre and acting are areas of interest for Mit.

Jong Gyu Park is a first-year Ph.D. student in the workforce education and development program with an emphasis on human resource development and organization development at The Pennsylvania State University. His research interests are executive leadership, shared leadership in top management teams, and succession planning. Prior to studying at Penn State, he was an HR project manager at Deloitte Korea Ltd. and a consultant in the Talent and Rewards Group of Towers Watson’s Seoul office.

Tracy H. Porter, Ph.D., is a lecturer with the Management and Labor Relations Department of Cleveland State University. She has extensive experience in higher education and as a management consultant. She received her Ph.D. in organizational leadership from Regent University, specializing in human resource development. Her current research interests are in leadership, individual differences in the leader-follower relationship, and spirituality in the workplace.

Stacey Preambo is a first-year transfer student in sport and recreation management at Keystone College. She received her bachelor’s degree in mass communications from King’s College in 2005. She has worked in fields such as television broadcast, graphic design, and youth recreation. Her interests now are social networking, community relations, and youth education through sports.

Robert K. Prescott, Ph.D., SPHR, has spent twenty years in industry and fifteen years in teaching and consulting roles. He is currently on the graduate faculty of management at the Crummer Graduate School of Business at Rollins College in Winter Park, Florida. In this role, Prescott is responsible for teaching graduate-level courses in both the MBA and master’s of human resources programs. He is a native of Birmingham, Alabama, holds a B.S. in marketing from the University of Alabama and a Ph.D. in workforce education and development from The Pennsylvania State University. He co-authored the books The Strategic Human Resource Leader: How to Prepare Your Organization for the 6 Key Trends Shaping the Future (Davies-Black, 1998) and HR Transformation: Demonstrating Leadership in the Face of Future Trends (Davies-Black/SHRM, 2009).

William J. Rothwell, Ph.D., SPHR, is a professor of workforce education and development, Department of Learning and Performance Systems, The Pennsylvania State University and president of Rothwell and Associates, Inc., a full-service consulting firm specializing in succession planning and management. He is the author, co-author, or editor of more than sixty books and hundreds of articles and book chapters on human resource management, training, and development. As a consultant, he has worked with a broad array of organizations in the public, private, and non-profit sectors in the United States and internationally.

Tammy B. Smith is the director of outreach and engagement and the Global Accessibility Initiative at The Pennsylvania State University. As a therapist, instructor, and workforce training consultant, she has participated in numerous publications, presentations, and disability inclusion projects at the local, regional, national, and international levels. She has served as a subject-matter expert to several nonprofit and for-profit businesses and both state and the federal government.

Steve Steckler has held senior HR generalist positions and led the leadership development, succession planning, and organization effectiveness functions at a number of top global companies, including Marriott International, TRW, WPP, Citibank, and Ciba-Geigy. Most recently, he was director of HR integration for Microsoft’s Venture Integration team, responsible for integrating acquired leaders, employees, and companies to achieve deal value. Steve joined Microsoft as director of strategic talent planning, managing a team of in-business facing consultants focused on senior talent development and succession management. He received Microsoft’s MVP Award in September 2009 for driving management excellence. He holds a bachelor’s degree in sociology and a master’s degree in education from The George Washington University in Washington, D.C.

Nai-Fen Su is a first-year Ph.D. student in the workforce education and development program and concurrently a master’s student in counselor education at The Pennsylvania State University. Her research interests now are to explore the relationship between career psychological context (career hope, work motivation, career commitment, proactive behavior) and sociological context (leadership and peer support) with resistance to organizational change and career outcomes (career success, career decision making, turnover intention), as well as to explore the role of career plan and career interventions as moderator or mediator in the career behavior model.

Kelsey L. Taylor is a second-year master’s student studying human resource development and organization development within Penn State’s workforce education and development program. She is presently investigating best practices in designing online courses for adult learners. In addition to her current work in distance education, Kelsey is exploring a range of research topics related to workplace learning and performance, including ethics training, employee health, corporate education programs, and instructional systems design.

Hsin-Ling Tsai is a third-year Ph.D. candidate in the workforce education and development program at The Pennsylvania State University, with an emphasis on human resource development and training. Hsin-Ling earned her bachelor’s degree in accounting and English in Taiwan, and an M.S. in education and TESOL in Connecticut. She was a career counselor in New York City and served as diversity specialist at Penn State Altoona. Currently, she works for Penn State’s SPLED program as an online tech support assistant and participant in several projects with the learning and performance research team as lead researcher. Her specialties are international talent recruiting, placement and retention, career counseling, cross-cultural training, and language teaching. Her current research interests are social networking, career development, appreciative inquiry, online learning and training, and HRD/OD in international and multinational organizations.

Chad Vail is a graduate of Keystone College with a bachelor’s degree in criminal justice and a minor in psychology. He is currently in asset protection and is pursuing a career in law enforcement.

Karen Yarrish, Ph.D., SPHR, is an associate professor of business at Keystone College in LaPlume, Pennsylvania. Within the School of Business, Karen teaches in the area of human resource management. Formerly, Karen was the director of human resources and administrative services and adjunct faculty at King’s College in Wilkes-Barre, Pennsylvania. She also served as director of human resources at Sallie Mae in Wilkes-Barre. Karen holds a bachelor of science degree in business from King’s College, a master’s degree in human resource management from the University of Scranton, and a Ph.D. in workforce education and development from The Pennsylvania State University. She serves on the board of directors of Maternal and Family Health Services and serves on its human resources committee. She is a member of the Society for Human Resource Management (SHRM) and is a member of the Northeastern Pennsylvania Society for Human Resource Management. Karen is a life-certified Senior Professional in Human Resources (SPHR). She has co-authored several articles related to the area of human resource management which were presented at conferences and published in scholarly journals.

Aileen G. Zaballero, CPLP, is a dual title Ph.D. candidate in the workforce education and development program and comparative international education, with an emphasis on human resource development and organization development at The Pennsylvania State University. Her research interests include the variations of global leadership competencies in diverse cultural settings and understanding the developmental perspectives as they apply to human learning. In addition, she is investigating a collaborative approach to her doctoral studies, with the intent to develop effective leadership and cooperative work styles among diverse groups. Aileen’s master’s thesis was an exploratory case study on the implementation of diversity initiatives that utilized OD concepts as an approach to a planned change process involving the entire organization. Aileen is a Certified Professional in Learning and Performance (CPLP) through the American Society for Training and Development (ASTD).

M.J. Zygmont, MBA, SPHR, is a Ph.D. candidate in the workforce education and development program on the University Park campus of The Pennsylvania State University. She can be reached at [email protected].

FORMS INCLUDED IN THIS VOLUME

Recruitment and Staffing

Recruitment Request Form, Hsin-Ling Tsai and I-Pang Fu

EEO Interview Guidelines, Karen Yarris

Interview Assessment Form, Rashed Alzahmi

Candidate Evaluation Form, Jed Lindholm

Criminal History Check Authorization Form, Rashed Alzahmi

Employee or Independent Contractor Checklist, Karen Yarrish

New Employee Orientation Checklist, Rashed Alzahmi

Talent Management

Talent Management Form, Taesung Kim

Succession Planning Form, Karen Yarrish

Career Development Education Planning Form, Junghwan Kim

Competency Modeling Form, Jed Lindholm

Training and Development

On-the-Job (OTJ) Reporting Form, Taesung Kim

Blended Learning Program Review Form, Junghwan Kim

Workshop Evaluation Form, Junghwan Kim

Training Delivery Checklist Form, Taesung Kim

Training Evaluation Form, Taesung Kim

Client Service Satisfaction and Needs Analysis Form, Junghwan Kim

Work/Performance Analysis

Position Questionnaire, Jed Lindholm

Position Deliverables and Competencies Form, Jed Lindholm

Job Analysis Worksheet, Junghwan Kim

Job Evaluation Questionnaire, Junghwan Kim

Job Description Checklist, Sohel M. Imroz

Performance Review and Development Plan Form, Jed Lindholm

Feedback for Performance Review and Development Plan Form, Junghwan Kim

Team Member Engagement Performance Review Form, Jed Lindholm

Associate Performance Evaluation Form, Jed Lindholm

Manager Performance Evaluation Form, Jed Lindholm

Partner Performance Evaluation Form, Jed Lindholm

Practice Leader Evaluation Form, Jed Lindholm

360-Degree Evaluation Form, Karen Yarrish

Consulting Skill Assessment Survey: Self, Robert K. Prescott and Cathy Lee Gibson

Consulting Skill Assessment Survey: Client, Robert K. Prescott and Cathy Lee Gibson

Rewards

Request for Job Evaluation Form, Tracey Porter and Sharon Norris

Salary Change Form, Jed Lindholm

Grade Change and Salary Recommendation Form, Jed Lindholm

Employee Reward Options Form, Woocheol Kim

Employee Salary Increase Form, Woocheol Kim

401(k) Plan Designation of Beneficiary Form, Sohel M. Imroz

Relocation Incentive Payment Form, Woocheol Kim

Relocation Expense Reimbursement Form, Woocheol Kim

Employee Reward Nomination Form, Woocheol Kim

Employee Relations

Employee Involvement Form, Mit Patel

Discrimination and/or Harassment Complaint Form, Mary Langendoerfer

Overview of EEO Guidelines, Karen Yarrish

Reporting of Injury/Accident Form, Stacey Preambo

Confidentiality and Noncompetition Agreement, Karen Yarrish

Upward Feedback Form, Stacey Preambo

Reasonable Accommodation Checklist, Stacey Preambo

Reasonable Accommodation Request Form, Keystone College

Employee Disability Verification Form, Keystone College

Employee Disciplinary Form, Sohel M. Imroz

Discipline Documentation Form, Chad Vail

Disciplinary Warning Notice, Leanne Kavulich

Verbal Warning Checklist, Mary Langendoerfer

Severance and Outplacement Exit Interview Form, Sohel M. Imroz

Measuring Organization Effectiveness

Climate Survey, William J. Rothwell

Group Performance Measurement Form, Jed Lindholm

Human Resource Metrics Form, Tracey Porter and Sharon Norris

Summative Evaluation Guide, Bud Benscoter

Stakeholders/Criteria Matrix, Bud Benscoter

HR Audit Checklist, Sohel M. Imroz

INTRODUCTION TO VOLUME TWO

Human resource management in the 21st century impacts an organization at all phases of the business. From the strategic planning phase of knowing the current and available skill capacity of its labor force to knowing the operational effectiveness of each department and abilities to carry out new applications and processes, human resource management impacts the organization. At every stage of the business cycle, leaders need and want to know: “Do we have the talent to get to achieve our goals?” Human resource departments have evolved into the linchpin for implementing annual business goals, but before an HR department can do that well, they must first be able to provide daily operations.

HR forms are tools that allow organizations to process daily HR transactions. HR forms include everything from job posting requests, job applications, salary adjustments, and computer password assignments to organizational performance assessments, project completion reviews, and position terminations and promotions. Effective HR departments ensure the forms they use are necessary and serve a purpose that adds value somewhere along the line.

This volume will provide HR professionals with a tool to use in building HR forms. These forms can be used to process HR transactions and measure HR effectiveness. The volume presents forms that can be downloaded, modified, and used by your organization today. The volume also presents a view of HR forms that will allow you to plan for HR audits and compliance activities, as well as provide reporting on HR effectiveness. This volume is the first comprehensive source of HR forms used across core HR areas and shows how HR programs can be integrated into each other through the use of transaction mapping.

In this volume we present a new view of HR that organizes HR department functions, commonly recognized activities in those functions, and examples of forms and processes used by each role. Robert K. Prescott, Tom Horvath, and Steve Steckler developed the model of HR, the Human Resources Impact Guide (HRIG). The HRIG has been used successfully by HR leaders and organizations globally as a structured approach to evaluate both the entire HR organization and individual functional HR processes (such as training and development, compensation, etc.) and yield important input regarding HR’s capabilities, capacity, and resourcing related to achieving overall mission and delivering on accountabilities and responsibilities.

HR leaders have described the HRIG as a powerful opportunity to determine the extent HR is aligned to the business and is focusing on the “right things, at the right time with the right level of priority and capability.” HR leaders have used the HRIG as part of a self-assessment. The survey can also be completed by business leaders and used as a source of “senior client or customer feedback.” A number of HR leaders have asked HR professionals working for them to complete the HRIG as part of HR organization and team alignment and planning sessions. Over the years, a number of separate applications in the use of the HRIG have evolved.

For this volume of The Encyclopedia of Human Resource Management, the HRIG model has been modified. The original HRID model is included and fully discussed in the final section: Additional Resources.

The Human Resources Effectiveness Diagram (HRED) is a modified model created by Aileen G. Zaballero and is based on the HRIG model created by Robert K. Prescott, Tom Horvath, and Steve Steckler. It was designed to provide HR leaders with an objective, comprehensive, yet easily applied assessment of both the effectiveness and relevance of their HR goals. The intent of this diagram (see Figure I.1 and Figure I.2) is to support the HR function in meeting current and anticipated business strategy challenges. The HRED Model is the framework used to organize Volume Two of The Encyclopedia of Human Resource Management.

FIGURE I.1. HRED Model

FIGURE I.2. Expanded HRED Model

Multiple Applications

Priority and Assessment: Starting with the current business strategy and expectations for the HR organization and conducting a current state analysis of the overall HR organization. In this application, existing capabilities are assessed against both importance in actually supporting the business and the ability or effectiveness in delivering these capabilities. The starting point of this application is based on the current business strategy and what is expected of us. Are we focused on the right HR areas? How effective are we at delivering on the top-priority ones?” This application can also be used without a clearly articulated or precise business strategy if sufficient general business knowledge exists. This application of the HRED (modified HRIG) can also help crystallize the HR strategy by starting with the existing “what” and “why” of current HR actions and activities. Thus, is a strategic planning tool.Level of HR Operating Focus: Using the HR transformation questions that are included in the HRED (modified HRIG) for each of the major HR processes, along with completing the priority and effectiveness sections, the level of strategic focus that each of the key HR processes has can be assessed. The starting point for this application is an opportunity to take stock of the level that the HR organization is operating. “Are we really strategic or just tactical?” The output of this assessment can help refocus HR actions and activities.“Auditing”: The HRED (modified HRIG) can be used to conduct an audit of each HR process (function/sub-function) to ensure that there is clarity regarding objectives, strategic goals, and best practices. The starting point for this application is “an opportunity to ensure that there is both clarity and understanding within and between each of the parts of the HR organization to achieve a common mission and exploit potential synergy. This process will enhance the alignment of the HR function within itself.”Future Planning and Resourcing: The HRED (modified HRIG) can be applied as a scenario-planning tool to determine what new priorities, current or new competencies, and resources will be needed based on likely or possible business strategy change scenarios. The HRED can also help identify what are or should be the core HR competencies going forward if there is an option for alternative sourcing or outsourcing. The starting point is to be better prepared to respond to changing business and financial conditions and to be more proactive to meet the future. In this scenario, the HRED serves as a business integration framework.HR Transformation: The HRED (modified HRIG) can be used as a “reverse engineered” assessment to provide a foundation to functionally reorganize and redeploy HR. Once the priority and effectiveness assessments are completed against the business strategy and resourcing requirements, and each of the major HR functional or sub-functional units and key processes is factored in, a new HR organization design structure can be developed. HR can be organized around what capabilities are most needed and what functions and sub-functions should be “packaged together.” The starting point for this application is “How can we re-launch HR less as a grouping of discrete, separate functions or sub-functions and more closely around an integrated organization focused on what and how we should deliver and have impact?” Finally, the HRED works to focus the HR function on a true business partnership within the organization.

In summary, the HRED (modified HRIG) is a multi-faceted diagnostic tool for use by the various members of the HR community in shaping the modern HR function. The HRED is a comprehensive approach to modern human resource management. It can be used in multiple scenarios utilizing a strategic, operational, or transactional mindset. Overall, this valuable tool is a guide for those who want to create maximum value for the organization.

Volume Two is composed of five parts based on the functional areas of HR. A reader can use the material as a comprehensive overview of white papers and forms for all areas of HR, or can read only those chapters that apply to his or her current business needs. The goal is to be a resource for building and using effective HR forms and tools. The following questions will help you build better forms:

How will the form improve my HR process?What is the goal of the form?What is the form’s function?Who will be using the form?What fields are absolutely necessary and which fields are optional?What happens after the form is submitted?

By answering these questions, you will know how the form will help your department achieve both compliance and measurement of goals.

The five parts of the HRED model that frames this volume include:

1. Recruitment and Staffing,

2. Talent Management and Development,

3. Work/Performance Analysis and Rewards

4. Employee Relations and Communications

5. Measuring Organization Effectiveness

Each part contains white papers and forms. The purpose of each white paper is to provide an authoritative document that helps frame a specific concept. The goal is to educate and support HR professionals and practitioners to make better decisions.

The purpose of each form, the intended audience, and suggested uses are presented. Each form addresses a critical business process for an HR function. Forms can be used as is or modified. While each form reflects a good working model that can be used immediately, we encourage readers to modify forms as needed or desired.

The final section of this volume contains additional resources, including an explanation of the HRIG model on which the HRED model is based.

PART ONE

RECRUITMENT AND STAFFING