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HR for creative companies /
There is an increasing realisation that small businesses, including architecture practices need to pro-actively engage with HR rather than simply firefighting when something goes wrong. Good HR practices can help with business efficiency and profitability - they provide positive commercial tools tha...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Newcastle upon Tyne :
RIBA Publishing,
[2016]
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| Colección: | Creative business essentials.
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- Cover; Title; Copyright; Contents; FOREWORD; SERIES EDITORS' FOREWORD; ABOUT THE AUTHOR; ABOUT THE SERIES EDITORS; ACKNOWLEDGEMENTS; DEDICATION; INTRODUCTION; 1. THE PROFESSION; THE CREATIVE ENVIRONMENT; PEOPLE MANAGEMENT IN CREATIVE COMPANIES; 2. WHAT IS HR?; THE EMPLOYEE LIFECYCLE; THE HR SKILLS PORTFOLIO; BUILDING YOUR HR CAPACITY; THE LEGAL BIT; CURRENT EMPLOYMENT MARKET; 3. RECRUIT; WHAT IS RECRUITMENT?; 1. IDENTIFYING A NEED; 2. WRITING A JOB DESCRIPTION; 3. MANAGING THE RECRUITMENT PROCESS; 4. SOURCES OF CANDIDATES
- INTERNAL OR EXTERNAL; 5. JOB ADVERTISEMENTS
- 6. CONSIDERING YOUR OWN REPUTATION7. SIFTING APPLICATIONS; 8. THE SELECTION PROCESS; 9. MAKING A DECISION; 10. MAKING AN OFFER; INDUCTION; BEFORE THEY START; WHAT DO YOU NEED TO SEE ON THEIR FIRST DAY?; HOW TO MANAGE THE ORIENTATION; SUMMARY: THE VALUE OF RECRUITMENT; 4. REWARD; 1. DEFINING REWARD: WHAT IT IS, OR SHOULD BE; HOW TO AVOID DISCRIMINATION IN YOUR REWARD SYSTEM; ADVANCED REWARD; 2. IDEAS FOR FINANCIAL AND NON-FINANCIAL REWARDS; FINANCIAL REWARDS; 3. BEING CLEAR ABOUT WHAT YOU WANT TO REWARD; WHAT IS IT THAT YOU WANT TO SEE FROM YOUR STAFF?; SUMMARY: CREATING A REWARD STRUCTURE
- 5. RETAIN1. RETENTION: HOW TO MAKE IT WORK FOR YOU AND YOUR COMPANY; 2. MOTIVATION AND EMPLOYEE ENGAGEMENT; 3. APPRAISALS AS A TOOL FOR MOTIVATION AND ENGAGEMENT; DEVELOPING AN APPRAISAL PROCESS; IMPLEMENTING THE APPRAISAL PROCESS; WHAT'S NEXT?; SUMMARY: PLAN TO RETAIN; 6. RECOGNISE; 1. WHAT TO RECOGNISE AND HOW TO DO IT; ACKNOWLEDGEMENT; DEVELOPING A RECOGNITION CULTURE; 2. LEADERSHIP AND PROMOTION; THE NATURE OF LEADERSHIP; THE STRUCTURE OF LEADERSHIP; WHAT ARE YOU TRYING TO ACHIEVE? WHY PROMOTE SOMEONE AT ALL?; PROMOTION CRITERIA; 3. SUCCESSION PLANNING
- FREQUENTLY ASKED QUESTIONS ABOUT SUCCESSION PLANNINGSUCCESSION MAY BE A TEAM EFFORT; SUMMARY: RECOGNITION AND LEADERSHIP; 7. RELEASE/RETURN; 1. ADDRESSING PROBLEMS AND PERFORMANCE MANAGEMENT; COMMON PROBLEMS THAT APPEAR DIFFICULT TO ADDRESS; HOW PERFORMANCE MANAGEMENT HELPS TO SOLVE PROBLEMS; HOW TO ADDRESS MISCONDUCT AND GROSS MISCONDUCT; 2. THE DISCIPLINARY PROCESS; HOW AND WHEN TO USE THE DISCIPLINARY PROCESS; 3. THE OTHER SIDE OF THE COIN: THE GRIEVANCE PROCESS; WHO SHOULD CONDUCT THE GRIEVANCE PROCESS?; FREQUENTLY ASKED QUESTIONS ABOUT DISCIPLINARY AND GRIEVANCE PROCEDURES
- 4. DEPARTING EMPLOYEESDISMISSAL; REDUNDANCY; RESIGNATION; 5. EXIT INTERVIEWS; 6. RETURN; SUMMARY: DEPARTURE AND RETURN; 8. CONCLUSION; SOME THOUGHTS ABOUT THE FUTURE; DRAWING IT ALL TOGETHER; WHY SHOULD THE ARCHITECTURE PROFESSION SUPPORT HR WITHIN THEIR PRACTICE STRUCTURE?; THE FUTURE OF HR; BIBLIOGRAPHY; APPENDICES; INDEX