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Demystifying Outsourcing; more.
By Debbie Friedman, Pfeiffer, 2006 List price: $50, 319 pages, ISBN: 978-0-7879-7941-6
You’ve hired a consultant to provide training for your company. But have you oriented that consultant so she knows how your firm really works? Have you explained her role to your own in-house trainers? And have you prepared a kickoff meeting in which you and the consultant define the training together, as partners?
Debbie Friedman, operating vice president at Federated Department Stores, wants training managers to learn to outsource training more efficiently. In this volume—applicable to many outsourcing needs, not just training—she provides a primer in getting outsourcing done.
Demystifying Outsourcing includes a CD with customizable worksheets, samples and a “learning journal” readers use to apply the book’s lessons to their own needs. Friedman packs the book with examples from many industries.
Friedman looks first at general outsourcing principles, then turns to the specific phases of outsourcing projects and includes tools readers can use. She covers special situations, such as working with more than one consultant or managing conflicts.
Readers learn how to identify potential consultants through referrals, professional groups, universities and more. Friedman teaches how to craft a request for proposals (RFP) and includes a sample RFP. A consultant evaluation worksheet provides questions to ask consultants and a system for rating them. Because the book’s focus is on the outsourcing of training needs, it gives tips on auditioning and evaluating trainers or speakers. Readers learn pitfalls to avoid in final selection and get a chart for comparing consultants before hiring them.
Friedman’s chapter on contracts guides readers through the many provisions of a consulting contract. Her tips include using the contract to clarify the scope of work, fees, payment schedule and confidentiality issues.
Once an organization selects consultants, Friedman notes, the training manager and others must develop a good working relationship with the consultants. She examines the position of consultants within the organization and then advises on how to work well with consultants and vendors, from training design through implementation and evaluation.
Friedman provides a sample evaluation form to use after training is over, plus a plan for evaluating training systematically.
101 Strategies for Recruiting Success
By Christopher W. Pritchard, AMACOM, 2006List price: $19.95, 209 pages, ISBN: 978-0-8144-7407-5
Author Christopher W. Pritchard, SPHR, says that as the recruitment consulting industry has sprung up, companies’ own recruiters have remained poorly trained and badly paid. Pritchard, who has worked as both an internal recruiter and a consultant, believes companies should strive for excellence in their own recruitment operations instead of spending huge sums on outside recruiters.
One company, he notes, used to pay millions to third-party recruiters each year, coughing up an average fee of $25,000 per placement. What little recruitment the company handled for itself was done by “low-level (and low-paid) administrative order-takers,” he says.
The audience for
101 Strategies for Recruiting Success is HR professionals seeking to bolster their internal recruiting operations. A “recruiting excellence workbook” at the end helps readers apply what they’ve learned to their own situations.
Pritchard guides readers by organizing his brief strategies into topics, including:
Learn about government resources and social-services organizations (like training centers) that specialize in employment-related services. Know the professional publications your potential recruits read. Hunt down professional associations that serve the professionals you need.
Other sourcing ideas include building a prominent presence in the community and spreading the word about jobs through everything from the Rotary Club to Welcome Wagon, crafting an employee referral program that offers incentives, tapping company alumni for help by creating an alumni newsletter or an alumni referral program, checking out nontraditional schools such as technical institutes or programs that prepare students for certification exams, and using military outplacement programs that connect departing service members with employment opportunities in the private sector. Pritchard provides web sites and other contact information for many types of organizations.
Great Employees Only
By Dale Dauten, John Wiley & Sons, 2006List price: $21.95, 200 pages, ISBN: 978-0-470-00788-4
Business columnist Dale Dauten noticed something odd: Some terrific managers also had high turnover. They weren’t “brutally demanding bosses,” nor did they ax people just to meet budget numbers.
Why the paradox of effective and well-liked managers with high turnover? Because these managers were devoted to “helping every employee travel along his or her path” to the best job, Dauten says—and that path sometimes led right out the office door.
Great Employees Only, Dauten urges managers to move away from firing and toward “de-hiring,” in which employees “aren’t told to leave, but told how to stay.” With anecdotes from managers, Dauten demonstrates how de-hiring benefits both the business, by keeping only great employees on board, and departing employees themselves, by helping them leave on a positive note and move on to jobs that are better fits.
The book presents Dauten’s advice concisely in 48 brief “things gifted bosses know.” Among them:
Strategic International Human Resource Management
By Stephen J. Perkins and Susan M. Shortland, Kogan Page Ltd., 2006 List price: $55, 258 pages, ISBN: 0-7494-4357-X
Managers, executives or human resource practitioners who are part of their organization’s international efforts—whether they’re in a home country preparing to send employees abroad or responsible for international employees in a host country—are the audience for this second-edition textbook on managing people in today’s global work environment.
Authors Stephen J. Perkins and Susan M. Shortland frame their work in terms of “choices and consequences,” examining the relationships between the strategic choices organizations make as they work internationally.
Initial chapters look at broad international HR management (HRM) theory, discussing globalization and its historic development, including its effect on organizing employment.
Strategic International Human Resource Management deals with practical applications of strategic international HRM, and includes case studies, tables and lists with tips and questions for readers to use in their own contexts. To help readers navigate through the book, Perkins and Shortland outline their aims for each chapter at its start and provide questions readers can use to review chapter material or to start brainstorming.
The authors cover choices and consequences for five major areas:
Perkins, a professor and researcher, has held senior management jobs in industry. Shortland, a university lecturer, has done research in industrial relations and advised the Confederation of British Industry.
Compiled by Leigh Rivenbark, a freelance writer and editor in Vienna, Va.
Inclusion of a book does not imply endorsement by SHRM or HR Magazine.
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