| Introduction |
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1 | (1) |
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2 | (1) |
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Conventions Used in This Book |
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3 | (1) |
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3 | (1) |
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How This Book Is Organized |
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4 | (1) |
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Part I: Building the Framework |
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4 | (1) |
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Part II: The Right People in the Right Places |
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4 | (1) |
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Part III: Retention: Critical in Any Business Environment |
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5 | (1) |
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Part IV: Keeping Things Together: Monitoring Ongoing Performance |
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5 | (1) |
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5 | (1) |
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5 | (1) |
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5 | (1) |
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5 | (2) |
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Part I: Building the Framework |
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7 | (34) |
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9 | (14) |
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9 | (9) |
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Strategist versus administrator |
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11 | (1) |
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Adapting to the changing workplace |
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12 | (1) |
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Easing the work/life conflict |
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13 | (1) |
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Avoiding the baby boom bust |
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14 | (1) |
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Workforce diversity: Making it work |
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14 | (1) |
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15 | (1) |
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Keeping pace with technology |
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16 | (1) |
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Rules and regulations: Ethics first |
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17 | (1) |
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Making HR a Strategic Partner |
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18 | (1) |
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Staying Ahead with HR Software |
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19 | (4) |
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20 | (1) |
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HR software: A features checklist |
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21 | (2) |
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Law and Order: Navigating the Legal Minefield of Hiring and Managing |
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23 | (18) |
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Legal Matters: The Big Picture |
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24 | (1) |
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25 | (1) |
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25 | (1) |
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26 | (1) |
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The Equal Employment Opportunity Commission (EEOC) |
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27 | (2) |
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The EEO Family: A Closer Look |
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29 | (6) |
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ADEA: The Age Discrimination in Employment Act (1967) |
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29 | (1) |
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AC-21: American Competitiveness in the 21st Century Act (2000) |
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29 | (1) |
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ADA: Americans with Disabilities Act (1990) |
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30 | (1) |
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COBRA: Consolidated Omnibus Budget Reconciliation Act (1985) |
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30 | (1) |
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31 | (1) |
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FMLA: Family and Medical Leave Act (1993) |
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31 | (1) |
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FLSA: Fair Labor Standards Act (1938) |
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31 | (1) |
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FUTA: Federal Unemployment Tax Act (1939) |
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32 | (1) |
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HIPAA: Health Insurance Portability and Accountability Act (1996) |
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32 | (1) |
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IRCA: Immigration Reform and Control Act (1986, 1990, and 1996) |
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32 | (1) |
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OWBA: Older Workers Benefit Protection Act (1990) |
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33 | (1) |
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33 | (1) |
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Pregnancy Discrimination Act (1978) |
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33 | (1) |
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Rehabilitation Act (1973 and 1998) |
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34 | (1) |
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Sarbanes-Oxley Act (2002) |
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34 | (1) |
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Title VII of the Civil Rights Act (1964) |
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35 | (1) |
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WARN: Worker Adjustment and Retraining Notification Act (1988) |
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35 | (1) |
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Sexual Harassment: Keep Your Workplace Free of It |
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35 | (3) |
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36 | (1) |
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Create a reporting process |
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37 | (1) |
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Treat all complaints about sexual harassment seriously |
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38 | (1) |
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38 | (1) |
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38 | (1) |
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International Expansion: Stranger in a Strange Land |
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38 | (1) |
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39 | (2) |
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Part II: The Right People in the Right Places |
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41 | (120) |
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Building a Staffing Strategy |
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43 | (8) |
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Breaking Out of a Hiring Rut |
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43 | (2) |
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45 | (2) |
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Consider a mix of resources |
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46 | (1) |
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47 | (1) |
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47 | (4) |
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Inner peace: Filling jobs from within the organization |
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47 | (2) |
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New horizons: Looking for staff outside the company |
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49 | (1) |
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Outsourcing: The role of HR |
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49 | (2) |
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Smart Start to Hiring: Kicking Off the Hiring Process |
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51 | (14) |
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51 | (1) |
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Hiring: Think ``Strategy'' |
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52 | (1) |
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Building Competency Models |
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53 | (2) |
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The ABCs of Job Descriptions |
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55 | (5) |
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56 | (1) |
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57 | (1) |
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Don't confuse tasks with requirements and qualifications |
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57 | (1) |
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58 | (1) |
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Don't box yourself into a corner |
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58 | (1) |
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58 | (1) |
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Make sure that the job is doable |
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59 | (1) |
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59 | (1) |
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60 | (1) |
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60 | (1) |
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Employee Classification: Yes, It Matters |
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61 | (2) |
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61 | (1) |
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Regular part-time employees |
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61 | (1) |
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Temporary workers and contract employees |
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61 | (1) |
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62 | (1) |
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63 | (1) |
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63 | (1) |
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63 | (2) |
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65 | (22) |
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Recruiting: The Big Picture |
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65 | (1) |
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66 | (2) |
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Inside Story: Recruiting from Within |
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68 | (3) |
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Creating a successful internal hiring process |
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68 | (1) |
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Developing an employee skills inventory |
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69 | (2) |
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71 | (2) |
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The Internet: Powerful, but Be Careful |
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73 | (4) |
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A miraculous tool, but there's no free lunch |
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73 | (2) |
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75 | (1) |
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You're only as good as your Web site |
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76 | (1) |
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Classified Ads Remain a Factor |
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77 | (1) |
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78 | (3) |
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78 | (1) |
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Should you use recruiters? |
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79 | (1) |
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Finding the ``right'' recruiter |
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80 | (1) |
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Back to School: Recruiting on Campus |
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81 | (1) |
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Other Recruiting Sources Worth a Look |
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82 | (4) |
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All in the family: Employee referrals |
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82 | (1) |
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83 | (1) |
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Open houses: Our house is your house |
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84 | (1) |
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Professional associations and unions |
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85 | (1) |
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Direct applications (walk-ins) |
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85 | (1) |
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Government employment services |
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86 | (1) |
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86 | (1) |
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87 | (16) |
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Job Applications: Are They Obsolete? |
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87 | (4) |
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Setting up the application |
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88 | (2) |
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Using the application as an evaluation tool |
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90 | (1) |
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Setting Up a System for Evaluating Candidates |
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91 | (2) |
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Resume Roulette: Reading Behind the Lines |
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93 | (3) |
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93 | (1) |
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Reading between the lines |
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94 | (1) |
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Watching Out for red flags |
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94 | (2) |
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Testing: Knowing What Works and What's Legal |
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96 | (6) |
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Finding the right test for your situation |
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97 | (4) |
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Staying out of test trouble |
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101 | (1) |
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Phone Interviews: Narrowing Your List Further |
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102 | (1) |
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102 | (1) |
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One on One: Getting the Most Out of Interviewing |
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103 | (18) |
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104 | (1) |
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The Five Deadly Sins of Job Interviewing |
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105 | (1) |
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106 | (1) |
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The Introduction: Warming Up |
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107 | (1) |
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108 | (4) |
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108 | (1) |
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Make every question count |
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108 | (1) |
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109 | (1) |
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109 | (1) |
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Give candidates ample time to respond |
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109 | (1) |
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110 | (1) |
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110 | (1) |
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Vary the style of questions |
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110 | (2) |
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A Crash Course in Nondiscriminatory Questioning |
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112 | (3) |
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113 | (1) |
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113 | (1) |
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114 | (1) |
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114 | (1) |
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114 | (1) |
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114 | (1) |
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Health and physical condition |
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115 | (1) |
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115 | (1) |
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115 | (1) |
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Fifteen Solid Questions to Ask and How to Interpret the Answers |
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115 | (4) |
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End Game: Closing on the Right Note |
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119 | (1) |
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120 | (1) |
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The Home Stretch: Making the Final Decision |
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121 | (22) |
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Coming to Grips with the Decision-Making Process |
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122 | (1) |
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Utilizing the ``Tools'' of the Trade |
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123 | (2) |
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Selecting Your Candidate: You Need a ``System'' |
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125 | (5) |
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Setting up your own protocol |
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126 | (2) |
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Factoring in the intangibles |
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128 | (2) |
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130 | (1) |
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131 | (3) |
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Checking hard-to-check references |
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132 | (1) |
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Using your own network for checking |
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133 | (1) |
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Online reference checking: Proceed with caution |
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133 | (1) |
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Discovering the Truth about Background Checks |
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134 | (3) |
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To do or not to do? That is the question! |
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136 | (1) |
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So what's the bottom line? |
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137 | (1) |
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Making Offers They Can't Refuse |
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137 | (5) |
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137 | (1) |
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Put your offer on the table |
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137 | (1) |
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138 | (1) |
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138 | (1) |
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Know how to negotiate salary |
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138 | (2) |
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Know when to draw the line |
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140 | (1) |
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Clarify acceptance details |
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140 | (1) |
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141 | (1) |
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142 | (1) |
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Starting Off on the Right Foot |
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143 | (18) |
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Onboarding: Going Beyond Orientation |
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144 | (1) |
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Three Unproductive Approaches |
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145 | (1) |
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145 | (1) |
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``Just follow Joe around'' |
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145 | (1) |
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146 | (1) |
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Doing It Right: A Little Empathy Goes a Long Way |
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146 | (1) |
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The First Day: Ease Anxieties |
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147 | (1) |
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The First Week: Discover More about the Company and the Job |
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148 | (5) |
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Provide the rules of the road |
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148 | (1) |
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Keep orientation practical |
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149 | (1) |
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Involve senior management |
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149 | (1) |
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Hold large-group sessions in a suitable location |
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150 | (1) |
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Make group presentations user-friendly |
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150 | (1) |
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Provide an orientation agenda |
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151 | (1) |
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151 | (1) |
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Give a clear sense of tasks and set concrete goals |
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151 | (2) |
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153 | (4) |
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153 | (1) |
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Ensure goals continue to cascade |
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153 | (1) |
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Don't let your message die |
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154 | (1) |
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Use mentoring to build a solid foundation |
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154 | (2) |
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Feedback: How good is your program? |
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156 | (1) |
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Policy and Procedures Manual: Yes, You Need One |
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157 | (3) |
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Paying attention to presentation |
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158 | (1) |
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159 | (1) |
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160 | (1) |
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160 | (1) |
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Part III: Retention: Critical in Any Business Environment |
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161 | (94) |
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Ensuring an Effective Compensation Structure |
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163 | (22) |
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163 | (1) |
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Compensation and Benefits: Nothing Is Simple |
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164 | (1) |
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The Basic Language of Employee Compensation |
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165 | (1) |
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The Foundation for an Effective Compensation System |
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166 | (9) |
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Getting a compensation philosophy |
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167 | (1) |
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Setting pay levels in your organization |
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168 | (3) |
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Accounting for individuals |
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171 | (1) |
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Thinking about wage plans |
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172 | (3) |
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Exempt and Nonexempt: Why the Distinction Matters |
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175 | (3) |
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176 | (1) |
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The bottom line on overtime |
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177 | (1) |
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Other legal considerations |
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177 | (1) |
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What You Need to Know about Raises, Bonuses, and Incentives |
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178 | (5) |
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179 | (1) |
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179 | (1) |
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180 | (2) |
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What's fair versus what works? |
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182 | (1) |
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Communicate Your Policies |
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183 | (2) |
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Creating the Right Benefits Package |
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185 | (22) |
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186 | (1) |
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Key Trends in Benefits Management |
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186 | (1) |
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The Basics of Benefits Coverage |
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187 | (3) |
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Social Security and Medicare |
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187 | (1) |
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188 | (1) |
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189 | (1) |
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A Healthy Approach to Insurance |
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190 | (4) |
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A bird's eye view of the options |
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190 | (1) |
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191 | (1) |
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Rising costs: Staying ahead of the game |
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192 | (2) |
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194 | (3) |
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Defined-benefit pension plans |
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194 | (1) |
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401(k) plans: Pros and cons |
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195 | (1) |
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195 | (1) |
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ERISA and other legal issues |
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196 | (1) |
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The Rest of the Benefits Smorgasbord |
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197 | (5) |
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197 | (1) |
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198 | (1) |
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198 | (1) |
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199 | (1) |
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200 | (1) |
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201 | (1) |
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Setting Up an Employee Assistance Program |
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202 | (2) |
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Five Ways to Make Your Life Easier |
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204 | (2) |
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206 | (1) |
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Creating an Employee-Friendly Work Environment |
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207 | (18) |
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A People-Oriented Workplace: What Matters Most |
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207 | (5) |
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Employee well-being as a core value |
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208 | (1) |
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A reasonable commitment to job security |
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208 | (1) |
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People-friendly facilities |
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209 | (1) |
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Sensitivity to work-life balance issues |
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209 | (1) |
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A high degree of employee autonomy |
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210 | (1) |
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210 | (1) |
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211 | (1) |
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Goodbye, 9 to 5: Alternate Work Arrangements |
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212 | (4) |
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Options for alternate work arrangements |
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213 | (1) |
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Making alternate arrangements work |
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214 | (1) |
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Consider phased retirement options |
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215 | (1) |
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Pay attention to legal implications |
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215 | (1) |
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216 | (1) |
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Telecommuting: The Adult Version of Homework |
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216 | (4) |
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Identifying prime candidates for telecommuting |
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217 | (2) |
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219 | (1) |
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220 | (2) |
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Be sensitive to extended periods of excessive workload |
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221 | (1) |
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Give employees more day-to-day job autonomy |
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221 | (1) |
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222 | (1) |
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Employee Surveys: Keeping Tabs on Company Morale |
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222 | (1) |
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223 | (1) |
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223 | (2) |
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Getting Permanent Benefit from Interim Staffing |
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225 | (12) |
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Tapping the Growing Ranks of Project Workers |
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226 | (1) |
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Weighing the Pros and Cons |
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227 | (1) |
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228 | (1) |
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Finding the Right Staffing Source |
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229 | (2) |
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230 | (1) |
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Asking the staffing manager to visit your business |
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231 | (1) |
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Getting the Most Out of Project Professionals |
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231 | (4) |
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Provide evaluations at the end |
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234 | (1) |
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235 | (2) |
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235 | (1) |
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236 | (1) |
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237 | (18) |
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Organizational Development Never Stops |
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237 | (1) |
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The Changing Face of Training and Development |
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238 | (2) |
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Creating the Right Environment for Training |
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240 | (1) |
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Assessing Your Training Needs: Where It All Starts |
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240 | (4) |
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Assessing your training needs |
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241 | (2) |
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Tying training needs to strategic goals |
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243 | (1) |
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Deciding whether to train or not to train |
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243 | (1) |
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Evaluating Training Options |
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244 | (3) |
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In-house classroom training |
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245 | (1) |
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245 | (1) |
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Executive education seminars |
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245 | (1) |
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E-learning: Its growing influence |
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246 | (1) |
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247 | (2) |
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Mentoring as a Training Tool |
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249 | (1) |
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Deciding on a Training Program |
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250 | (3) |
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Receptivity level of students |
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250 | (1) |
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Applicability of subject matter |
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250 | (2) |
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The overall learning experience |
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252 | (1) |
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252 | (1) |
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Reinforcement of class concepts |
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252 | (1) |
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But Is It Working? Measuring Results |
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253 | (2) |
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Part IV: Keeping Things Together: Monitoring Ongoing Performance |
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255 | (56) |
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Assessing Employee Performance |
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257 | (20) |
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Reaping the Benefits of Performance Appraisals |
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258 | (1) |
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Deciding on a Performance Appraisal System |
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259 | (8) |
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Goal-setting, or management by objectives (MBO) |
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260 | (1) |
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261 | (1) |
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Critical incidents reporting |
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262 | (1) |
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263 | (1) |
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Behaviorally anchored rating scale (BARS) |
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263 | (1) |
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264 | (1) |
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265 | (1) |
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266 | (1) |
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Launching an Appraisal Program in Your Company |
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267 | (3) |
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Enlist the support of senior management |
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267 | (1) |
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Give employees a say in establishing performance criteria |
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267 | (1) |
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Choose performance measures with care |
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268 | (1) |
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Develop a fair and practical tracking mechanism |
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268 | (1) |
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Devise a workable evaluation method |
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269 | (1) |
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269 | (1) |
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Develop a communication game plan |
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270 | (1) |
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Getting the Most Out of the Performance Appraisal Meeting |
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270 | (4) |
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Preparing for the meeting |
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271 | (1) |
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272 | (1) |
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Giving constructive feedback |
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272 | (1) |
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Preparing for a negative reaction |
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273 | (1) |
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Choosing areas for further development |
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274 | (1) |
|
Appraisal Followup Is Ongoing |
|
|
274 | (2) |
|
|
|
276 | (1) |
|
Encouraging Extraordinary Performance |
|
|
277 | (14) |
|
People: Your Most Important Competitive Strength |
|
|
278 | (1) |
|
Making the Case for Employee Empowerment |
|
|
279 | (4) |
|
Recognizing that it's a process, not a flavor of the month |
|
|
280 | (1) |
|
Creating a safe-to-fail environment |
|
|
280 | (1) |
|
Providing training and support |
|
|
281 | (1) |
|
Sharing information: Communication as a strategy |
|
|
282 | (1) |
|
|
|
282 | (1) |
|
Putting Team Power to Work |
|
|
283 | (4) |
|
|
|
284 | (1) |
|
|
|
284 | (1) |
|
|
|
285 | (1) |
|
|
|
285 | (1) |
|
|
|
285 | (1) |
|
|
|
286 | (1) |
|
Appropriate reward mechanisms |
|
|
286 | (1) |
|
No organizational barriers |
|
|
286 | (1) |
|
Developing Employee Recognition Programs |
|
|
287 | (4) |
|
Handling Difficult Situations |
|
|
291 | (20) |
|
Establishing an Ethical Culture |
|
|
292 | (1) |
|
Fleshing Out the Meaning of At-Will Employment |
|
|
292 | (1) |
|
|
|
293 | (1) |
|
Developing Disciplinary Procedures |
|
|
294 | (3) |
|
|
|
297 | (1) |
|
|
|
298 | (1) |
|
Firing Employees Is Never Easy |
|
|
299 | (3) |
|
|
|
301 | (1) |
|
Post-termination protocol |
|
|
301 | (1) |
|
|
|
302 | (1) |
|
Easing the Trauma of Layoffs |
|
|
302 | (5) |
|
View layoffs as a last resort |
|
|
304 | (1) |
|
|
|
304 | (1) |
|
Think through the criteria |
|
|
305 | (1) |
|
|
|
305 | (1) |
|
Hire outplacement specialists |
|
|
305 | (1) |
|
Take advantage of staffing services |
|
|
306 | (1) |
|
Address the concerns of those who remain |
|
|
306 | (1) |
|
Reduce the need for layoffs |
|
|
307 | (1) |
|
Dealing with Workplace Violence |
|
|
307 | (3) |
|
|
|
310 | (1) |
|
|
|
311 | (28) |
|
Ten Keys to HR Success in the Future |
|
|
313 | (6) |
|
Adopt a Strategic Approach to Staffing |
|
|
313 | (1) |
|
Be Aggressive and Resourceful in Recruiting |
|
|
314 | (1) |
|
Seek to Create a Healthy Culture |
|
|
314 | (1) |
|
Get the Most Out of Contingent Staffing |
|
|
315 | (1) |
|
Take a Proactive Approach to Regulatory Compliance |
|
|
315 | (1) |
|
Make Work/Family Balance a Priority |
|
|
315 | (1) |
|
Keep Pace with Changing Demographics |
|
|
316 | (1) |
|
Play It Safe When It Comes to HR Technology |
|
|
317 | (1) |
|
View Training as an Ongoing Investment |
|
|
317 | (1) |
|
Handle Discipline and Dismissal Carefully |
|
|
318 | (1) |
|
Ten Ways to Become an HR Strategist |
|
|
319 | (6) |
|
Develop a Business Orientation to HR Initiatives |
|
|
320 | (1) |
|
Position Initiatives as Bottom-Line Benefits |
|
|
320 | (1) |
|
Develop a Marketing Mind-Set |
|
|
320 | (1) |
|
|
|
321 | (1) |
|
|
|
321 | (1) |
|
|
|
321 | (1) |
|
Develop Your Communication Skills |
|
|
322 | (1) |
|
Avoid the Flavor of the Month Pitfall |
|
|
322 | (1) |
|
Choose Consultants with Care |
|
|
323 | (1) |
|
Be Sensitive to the Needs and Agendas of Line Managers |
|
|
323 | (2) |
|
Ten HR-Related Web Sites Worth Exploring |
|
|
325 | (6) |
|
U.S. Equal Employment Opportunity Commission (EEOC) |
|
|
325 | (1) |
|
Occupational Safety & Health Administration (OSHA) |
|
|
326 | (1) |
|
|
|
326 | (1) |
|
Americans with Disabilities Act (ADA) Document Center |
|
|
326 | (1) |
|
Bureau of Labor Statistics (BLS) |
|
|
327 | (1) |
|
|
|
327 | (1) |
|
Society for Human Resource Management (SHRM) |
|
|
327 | (1) |
|
|
|
328 | (1) |
|
American Society for Training & Development (ASTD) |
|
|
328 | (1) |
|
|
|
329 | (2) |
|
Ten HR-Related Associations You Should Know About |
|
|
331 | (4) |
|
|
|
331 | (1) |
|
|
|
332 | (1) |
|
|
|
332 | (1) |
|
Employee Assistance Programs |
|
|
332 | (1) |
|
Equal Employment Opportunity |
|
|
333 | (1) |
|
|
|
333 | (1) |
|
|
|
334 | (1) |
|
Training and Workforce Development |
|
|
334 | (1) |
|
The Ten Most Important HR-Related Laws |
|
|
335 | (4) |
|
Age Discrimination in Employment Act (ADEA) |
|
|
335 | (1) |
|
Americans with Disabilities Act (ADA) |
|
|
336 | (1) |
|
Consolidated Omnibus Budget Reconciliation Act of 1985 (COBRA) |
|
|
336 | (1) |
|
Employee Retirement Income Security Act (ERISA) |
|
|
336 | (1) |
|
|
|
336 | (1) |
|
Fair Labor Standards Act (FLSA) |
|
|
336 | (1) |
|
Family and Medical Leave Act (FMLA) |
|
|
337 | (1) |
|
Federal Unemployment Tax Act (FUTA) |
|
|
337 | (1) |
|
IRCA: Immigration Reform and Control Act (1986, 1990, and 1996) |
|
|
337 | (1) |
|
Title VII of the Civil Rights Act |
|
|
337 | (2) |
|
|
|
339 | (8) |
|
|
|
339 | (1) |
|
Using the CD with Windows and Mac |
|
|
340 | (1) |
|
|
|
340 | (5) |
|
|
|
341 | (1) |
|
|
|
341 | (4) |
|
|
|
345 | (2) |
| Index |
|
347 | |