Dos and Don'ts in Human Resources Management: A Practical Guide

Dos and Don'ts in Human Resources Management: A Practical Guide

Matthias Zeuch

Language: English

Pages: 193

ISBN: 3662435527

Format: PDF / Kindle (mobi) / ePub


With this book, an international group of approximate 50 HR leaders, professors and senior consultants compiled their knowledge and experience in an easy-to-navigate format to allow busy HR executives finding exactly the advice they need.

Re-inventing the wheel – unfortunately – still is a common practice in Human Resources Management. Traditional literature on HR fails to provide advice based on current, real-life experience and online forums lack a logical structure. Hence, there is a clear need for a resource with practical, structured and experience-based advice on Human Resources Management.

The book also provides readers from other functional areas and job starters a realistic insight into today's HR management – be it as a personal career orientation or as a way to enrich their overall management knowledge.

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Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration

The Soft Edge: Where Great Companies Find Lasting Success

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

engaged employee and show the relation of increasing employee engagement to employee retention. That is why companies have to develop an in-depth understanding of the needs of their employees, for example, by conducting employee surveys, in order to develop measures matching these needs. The topics introduced in this chapter demonstrate measures that embrace the idea of an employee oriented fulfillment of demands. Employee Surveys Janina Schönebeck and Manfred Schönebeck Frequent and

play a role (e.g. leadership behavior, ethical behavior)? • Do we want salespeople to drive revenue or profit? • Do we want to drive sales of certain products more than other products, or is one dollar in sales as good as any other dollar in sales? As can be seen from these questions, variable compensation is closely connected to the way the company is being led and steered. In other words: variable compensation has to follow company strategy! T. Haussmann () Frankfurt am Main, Germany

capital management. In Vienna she has recently contributed with her expertise to the UN Organisation CTBTO as HR Training Consultant. During her 10 years in China, she was assigned Head of Human Resources, Training and Recruiting at the German Industry and Commerce Greater China in Beijing. Prior to this appointment, Ms. Binder was People Development Manager at the Industrial Solutions Division (IS) of Siemens Ltd. China. Dr. Julia Borggraefe  is Head of HR at Messe Berlin and partner at

Philippines. William Eggers  leads Hay Group’s Executive Rewards Practice in Germany. He works with top executives and supervisory board members on executive reward solutions. Prior to joining Hay Group, William has been the global head for compensation at Linde and worked for Daimler Financial Services in different roles in Germany and the USA. He started his career as a consultant for executive pay and worked in this role for many major global organizations. William holds a degree in business

and HR strategy review, continues with HR operating model and structure development, defining of key HR roles and accountabilities, and checking of role fit. It should be accompanied by change management and continuous success measurement activities (HR cockpit of change). Actionism is counterproductive and will confirm the image of HR as not being capable of handling complex projects. Don’t Stay on the Surface HR transformation requires—as any transformation project—that you roll-out new

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