Paul Falcone. The Hiring and Firing Question and Answer Book. Amacom, 2002.
The premises we’ve used are simple:
- Everyone wants to make a positive difference at work.
- People want to be treated with dignity and respect.
- People will respond in kind: They will assume responsibility for their actions when they are treated as adults and held accountable for their performance.
Remember, employees become disheartened for one of two reasons: They perceive either (1) a lack of communication with their supervisors and peers or (2) a lack of recognition or appreciation for their efforts. (2)
When it becomes necessary to consider ending employment as swiftly as possible, it becomes even more important to:
- Treat the employee in question with respect and dignity.
- Allow the individual to make choices and have some say in the outcome of the management intervention. (3)
Chapter 1: Common Questions About the Hiring Process
- Key employment laws (7)
- CPH: Cost-per-hire (13)
- Effective recruitment methods (12)
- Immigration issues (18)
- Accommodations (33)
Chapter 2: Recruitment Tools
- Employee applications (37)
- Fee negotiations (43)
- Campus recruitment programs (63)
Chapter 3: Online Recruitment
- Advantages and disadvantages (67)
- How to…write an online job ad, corporate Website, etc.
Chapter 4: Interviewing
- Three criteria used in selecting high-potential hires (longevity, progression through the ranks, technical skills) (87)
- How to interview (90)
- Careful what you write down as it becomes part of the written record. (93)
- Behavior-based interviewing (100)
- Ten most common interviewing questions that could cause legal problems. (maiden name, age, birth place, marriage status, religion, disability, arrest record, military discharge, financial history, and relatives) (109)
Chapter 5: Making the Final Selection
- Conducting effective reference checks (114)
- Background investigations (121)
- Hiring on the basis of gut feelings (128)
- Salary negotiation and counteroffers (129)
Chapter 6: Common Questions About the Performance Management and Termination Process
- “At will” hiring (142)
- Internal investigations (148)
- Discipline (155)
- Firing “for cause” (156)
- Maximizing exit interviews (163)
Chapter 7: Progressive Discipline
- Three biggest mistakes when documenting discipline (failing to document affirmative efforts, documenting “state of mind” offenses, codifying the damage done to the organization) (187)
- Including documentation, pay management, written warnings, unions, etc.
Chapter 8: terminations for Cause and Summary Offenses
- Letters of termination (198)
- Job abandonment (201)
- Violence, anxiety, depression and announcement…
Chapter 9: Reductions-in-Force (RIFs) and Layoffs
- How to select, and who (213)
- Handling the actual meeting (221)
- Outplacement (225)
Appendixes: Sample Policies, Agreements, and Letters
— VIA —
Very helpful. Insights and questions that a non-HR person would most likely never think about.