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The Definitive Guide to HR Management Tools (Collection)

Book Description

A brand new collection of high-value HR techniques, skills, strategies, and metrics… now in a convenient e-format, at a great price!

HR management for a new generation: 6 breakthrough eBooks help you

help your people deliver more value on every metric that matters

This unique 6 eBook package presents all the tools you need to tightly link HR strategy with business goals, systematically optimize the value of all your HR investments, and take your seat at the table where enterprise decisions are made. In The Definitive Guide to HR Communication: Engaging Employees in Benefits, Pay, and Performance, Alison Davis and Jane Shannon help you improve the effectiveness of every HR message you deliver. Learn how to treat employees as customers… clarify their needs and motivations … leverage the same strategies and tools your company uses to sell products and services… package information for faster, better decision-making… clearly explain benefits, pay, and policies… improve recruiting, orientation, outplacement, and much more. In Investing in People, Second Edition, Wayne Cascio and John W. Boudreau help you use metrics to improve HR decision-making, optimize organizational effectiveness, and increase the value of strategic investments. You'll master powerful solutions for integrating HR with enterprise strategy and budgeting -- and for gaining commitment from business leaders outside HR. In Financial Analysis for HR Managers, Dr. Steven Director teaches the financial analysis skills you need to become a true strategic business partner, and get boardroom and CFO buy-in for your high-priority initiatives. Director covers everything HR pros need to formulate, model, and evaluate HR initiatives from a financial perspective. He walks through crucial financial issues associated with strategic talent management, offering cost-benefit analyses of HR and strategic financial initiatives, and even addressing issues related to total rewards programs. In Applying Advanced Analytics to HR Management Decisions, pioneering HR technology expert James C. Sesil shows how to use advanced analytics and "Big Data" to optimize decisions about performance management, strategy alignment, collaboration, workforce/succession planning, talent acquisition, career development, corporate learning, and more. You'll learn how to integrate business intelligence, ERP, Strategy Maps, Talent Management Suites, and advanced analytics -- and use them together to make far more robust choices. In Compensation and Benefit Design, world-renowned compensation expert Bashker D. Biswas helps you bring financial rigor to compensation and benefit program development. He introduces a powerful Human Resource Life Cycle Model for considering compensation and benefit programs… fully addresses issues related to acquisition, general compensation, equity compensation, and pension accounting… assesses the full financial impact of executive compensation and employee benefit programs… and discusses the unique issues associated with international HR programs. Finally, in People Analytics, Ben Waber helps you discover powerful hidden social "levers" and networks within your company, and tweak them to dramatically improve business performance and employee fulfillment. Drawing on his cutting-edge work at MIT and Harvard, Waber shows how sensors and analytics can give you an unprecedented understanding of how your people work and collaborate, and actionable insights for building a more effective, productive, and positive organization. Whatever your HR role, these 6 eBooks will help you apply today's most advanced innovations and best practices to optimize workplace performance -- and drive unprecedented business value.

From world-renowned human resources expertsAlison Davis, Jane Shannon, Wayne Cascio, John W. Boudreau, Steven Director, James C. Sesil, Bashker D. Biswas,andBen Waber.

Table of Contents

  1. About This eBook
  2. Title Page
  3. Copyright Page
  4. Contents
  5. The Definitive Guide to HR Communication: Engaging Employees in Benefits, Pay, and Performance
    1. Copyright Page
    2. Praise for The Definitive Guide to HR Communication
    3. Dedication Page
    4. Acknowledgments
    5. About the Authors
    6. Introduction
      1. Effective HR Communication: How to Get Employees to Pay Attention, Understand What’s Changing, and Take Action
      2. “Help!” Cry HR Managers
      3. Why Don’t Employees Pay Attention?
      4. What’s Wrong with This Picture?
      5. A Fresh Approach
      6. How This Book Can Help
      7. Doing It Right Means a Better Bottom Line
    7. Part I. Taking a New Approach
      1. 1. Know Your Employees
        1. What Demographics Can Reveal About Employees
        2. What You Can Learn from Demographics
        3. Learning from Key Facts
        4. Four Key Demographics to Explore
        5. The 401(k) Challenge
        6. A Detailed Profile
        7. Use Focus Groups to Explore Needs and Preferences
        8. Executive Compensation
        9. Checklist for Knowing Your Employees
      2. 2. Treat Your Employees Like Customers
        1. How to Sell Employees on the Value of Working for Your Company
        2. How Marketers Begin: By Knowing Their Customers
        3. Employees at a Financial Company
        4. Profile
        5. What’s the One Thing You Would Change?
        6. Protect Your Pay
        7. Checklist for Treating Your Employees as Customers
      3. 3. Plan and Manage Communication
        1. Start Each Communication Project by Asking Great Questions
        2. Use the Answers to These Questions to Establish a Goal and Objectives
        3. What’s the Difference Between a Goal and an Objective?
        4. Questioning Helps Identify Personal Agendas, Too
        5. Is It an E-mail or a Video? Or Is It Another Solution Desperately Seeking a Problem to Solve?
        6. Manage HR Communication Projects Effectively
        7. Create Award-Winning Communications and Communication Plans
        8. Describe Your Communication Project Succinctly
        9. Establish an Appropriate Budget
        10. The Truth About Killing Trees
        11. And When There Is No Money . . . Sigh
        12. Checklist to Manage Your Communication Project Effectively
      4. 4. Frame Your Message
        1. “Go Hollywood” to Create a High Concept
        2. Long-Term Disability Gets the “High Concept” Treatment
        3. Use the Inverted Pyramid to Organize Your Message
        4. An Inverted Pyramid for Long-Term Disability
        5. Leverage the 1-3-9-27 Formula to Structure Content
        6. Filling in the Blanks
        7. Checklist for Framing Your Message
      5. 5. Write Simply and Clearly
        1. Earn Points for Doing It Well
        2. A Few Good Ws (and an H)
        3. Create a Checklist to Guide Employees Through a Process
        4. Define Terms in a Sidebar for Easy Reference
        5. A Short Story
        6. Checklist for Writing Simply
      6. 6. Leverage Visuals
        1. Visuals Persuade
        2. Visuals Explain
        3. Take Text to the Next Level
        4. Put Simple Graphics to Work
        5. Take a Picture
        6. Create Shortcuts Using Icons
        7. Make Complex Concepts Simple Through Infographics
        8. When You Don’t Have Money for Graphic Designers
        9. Checklist for Leveraging Visuals
      7. 7. Use the Right Tool for the Job
        1. A Thought About Tools
        2. Review the Tools in Your Tool Kit
        3. Deciding on the Best Tool
        4. Celebrating Your New and Improved Dental Plan
        5. Using Each Tool Effectively
        6. To the Point
        7. Another Thought About Tools
        8. Still Another Thought About Tools
        9. What’s the Fastest-Growing Advertising Venue?
        10. Location, Location, Location
        11. Everybody into the Pool!
        12. A Final Thought About Tools
        13. Summing Up: Put Every Tool to Work
        14. Checklist for Choosing the Right Tool for the Job
      8. 8. Make Meetings Meaningful—and Support Managers
        1. First, the Bad News
        2. Our Mission for Meetings
        3. Come Together
        4. What About Web Meetings?
        5. Support Your Local Manager
        6. The Five-Minute Manager
        7. Try a Meeting in a Box
        8. Helping Managers Understand a New Compensation Plan
        9. Checklist for Making Meetings Meaningful (and Helping Managers)
      9. 9. Measure Effectiveness
        1. Defining Effectiveness
        2. Survey Essentials
        3. Creating a Research Report
        4. A Benefits Survey
        5. Checklist for Measuring Communication Effectiveness
    8. Part II. Communicating in Key Situations
      1. 10. Recruiting
        1. “We Want Only the Best and Brightest”
        2. Keys to Successful Recruiting Communications
        3. What It Costs to Bring in a Bad Fit
        4. Google, Our Role Model
        5. John Deere Profiles
        6. The J.M. Smucker Company
        7. Using Video Clips to Acquire Hard-to-Get Talent
        8. Checklist for Recruiting Talent
      2. 11. Orientation
        1. Welcome Aboard!
        2. Before You Begin
        3. “My First Week”
        4. Set Up Managers for Success
        5. “What Should We Be Doing?”
        6. Translate the Manager’s Role into Action
        7. That Special Day: The Orientation Program
        8. A New Format for Your Orientation Program
        9. Fun Facts
        10. Example: ZS Associates Invests in New Employees
        11. Positive Feedback for NEO
        12. Checklist for Giving New Employees What They Need to Be Successful
      3. 12. Policies
        1. Here’s What I Expect from You and What You Can Expect from Me
        2. Policies: The Short Form
        3. Here’s Your Friendly Handbook. Don’t Be Frightened. It Won’t Bite
        4. Our Happy Handbook
        5. Do Your Homework Before Producing Your Handbook
        6. Financial Services Firm
        7. Desperately Seeking Information
        8. Keep the Language Conversational—Please, No Legalese
        9. About ID Cards
        10. Encourage Employees to Use the Handbook as a Resource
        11. Put a Title on Your Work
        12. Measure Results
        13. Bring Policies to Life
        14. Communicate Life Events When Policies, Programs, and Benefits Intersect
        15. Checklist for Making the Most of All That Your Company Offers
      4. 13. Benefits
        1. “My Head Hurts”
        2. Is Eight Your Lucky Number?
        3. What You Can Learn by Asking
        4. How Walnut Keeps It Simple
        5. Walnut Says, “Print It”
        6. Keeping Track
        7. Walnut Measures Success
        8. Checklist for Helping Employees Understand Their Benefits So That They Know What to Do
      5. 14. Compensation
        1. Beware the Black Box
        2. Money Does Not Equal Motivation
        3. The Magic Number Is 5
        4. Checklist for Getting Value from Your Substantial Investment in Compensation
      6. 15. Performance Management
        1. It’s Report Card Time!
        2. What Is Performance Management?
        3. What Do Employees Want?
        4. Begin with Company Goals
        5. How We Articulate Our Goals
        6. Connecting the Dots if Your Company Is Large
        7. Does Everyone Understand Your Performance Management System?
        8. Lorraine’s Performance Management Plan
        9. What if Your System Is Complicated?
        10. The Big Picture
        11. Teaching Managers to Fish
        12. Help Managers Know What Really Improves Performance
        13. Checklist for Communicating Performance Management
      7. 16. Saving for Retirement
        1. Hey, Can We Get Some Help Over Here?
        2. Not Algebra, But . . .
        3. Stock Options 101
        4. How to Get Smarter and Richer
        5. How to Give Advice When You Can’t Give Advice
        6. “Tell Me How You Got to Be So Rich”
        7. More Stories
        8. When You’re Announcing a New Plan, Write Your Own Story
        9. The Beauty and Art of Illustrations
        10. Personalize to Make a Point
        11. Checklist for Helping Employees Achieve Their Financial Goals
      8. 17. Leaving the Company
        1. “You Say Good-bye, and I Say Hello”
        2. “Good News: I’m Resigning”
        3. We Regret to Inform You . . .
        4. Communication Principles
        5. The Worst Day Ever: Layoffs
        6. A Good Layoff
        7. When a Reorganization Leads to a Layoff
        8. Hundreds of Questions, and Their Answers
        9. Checklist for Communicating as Employees Leave the Company
    9. Endnotes
    10. Index
    11. FT Press
  6. Investing in People: Financial Impact of Human Resource Initiatives, Second Edition
    1. Copyright Page
    2. Dedication Page
    3. Acknowledgments
    4. About the Authors
    5. Preface
      1. Plan for the Book
    6. 1. Making HR Measurement Strategic
      1. How a Decision Science Influences HR Measurement
      2. Hitting the “Wall” in HR Measurement
      3. The LAMP Framework
      4. Conclusion
      5. Software to Accompany Chapters 3–11
      6. References
    7. 2. Analytical Foundations of HR Measurement
      1. Traditional Versus Contemporary HR Measures
      2. Fundamental Analytical Concepts from Statistics and Research Design
      3. Fundamental Analytical Concepts from Economics and Finance
      4. Conclusion
      5. References
    8. 3. The Hidden Costs of Absenteeism
      1. What Is Employee Absenteeism?
      2. The Logic of Absenteeism: How Absenteeism Creates Costs
      3. Analytics and Measures for Employee Absenteeism
      4. Case Study: From High Absenteeism Costs to an Actionable Strategy
      5. Other Ways to Reduce Absence
      6. Exercises
      7. References
    9. 4. The High Cost of Employee Separations
      1. The Logic of Employee Turnover: Separations, Acquisitions, Cost, and Inventory
      2. Pivotal Talent Pools with High Rates of Voluntary Turnover
      3. Voluntary Turnover, Involuntary Turnover, For-Cause Dismissals, and Layoffs
      4. How to Compute Turnover Rates
      5. Example: Separation Costs for Wee Care Children’s Hospital
      6. Training Costs
      7. Performance Differences Between Leavers and Their Replacements
      8. The Costs of Lost Productivity and Lost Business
      9. Process
      10. Exercise
      11. References
    10. 5. Employee Health, Wellness, and Welfare
      1. Health, Wellness, and Worksite Health Promotion
      2. Skyrocketing Health-Care Costs Brought Attention to Employee Health
      3. Two Broad Strategies to Control Health-Care Costs
      4. Logic: How Changes in Employee Health Affect Financial Outcomes
      5. The Typical Logic of Workplace Health Programs
      6. Legal Considerations and Incentives to Modify Lifestyles
      7. Analytics for Decisions about WHP Programs
      8. Measures: Cost Effectiveness, Cost-Benefit, and Return-on-Investment Analysis
      9. Solving the Analysis and Measurement Dilemmas to Improve Decisions about WHP Programs
      10. Improving Employee Welfare at Work: Employee Assistance Programs (EAPs)
      11. Future of Lifestyle Modification, WHP, and EAPs
      12. Exercises
      13. References
    11. 6. Employee Attitudes and Engagement
      1. Attitudes Include Satisfaction, Commitment, and Engagement
      2. Satisfaction, Commitment, and Engagement as Job Outcomes
      3. The Logic Connecting Employee Attitudes, Behaviors, and Financial Outcomes
      4. Employee Engagement and Competitive Advantage
      5. Employee Engagement and Service Climate
      6. Measures of Employee Attitudes
      7. Analytical Principles: Time Lags, Levels of Analysis, and Causal Ordering
      8. Estimating the Financial Impact of Employee Attitudes: The Behavior-Costing Approach
      9. A Final Word
      10. Exercises
      11. References
    12. 7. Financial Effects of Work-Life Programs
      1. “Remixing” Rewards
      2. Special Issues Parents Face
      3. Work-Life Programs: What Are They?
      4. Logical Framework
      5. Analytics and Measures: Connecting Work-Life Programs to Outcomes
      6. Stock Market Reactions to Work-Life Initiatives
      7. Process
      8. Exercises
      9. References
    13. 8. Staffing Utility: The Concept and Its Measurement
      1. A Decision-Based Framework for Staffing Measurement
      2. Framing Human Capital Decisions Through the Lens of Utility Analysis
      3. Overview: The Logic of Utility Analysis
      4. Utility Models and Staffing Decisions
      5. Process: Supply-Chain Analysis and Staffing Utility
      6. Conclusion
      7. Exercises
      8. References
    14. 9. The Economic Value of Job Performance
      1. Pivotal Talent at Disney Theme Parks
      2. Logic: Why Does Performance Vary Across Jobs?
      3. Analytics: The Role of SD
      4. Measures: Estimating the Monetary Value of Variations in Job Performance (SD
      5. The Estimate of SD
      6. Process: How Accurate Are SD
      7. Exercises
      8. References
    15. 10. The Payoff from Enhanced Selection
      1. The Logic of Investment Value Calculated Using Utility Analysis
      2. Measuring the Utility Components
      3. Analytics: Results of the Utility Calculation
      4. Process: Making Utility Analysis Estimates More Comparable to Financial Estimates
      5. How Talent Creates “Compound Interest:” Effects of Employee Flows on Utility Estimates
      6. Analytics: Calculating How Employee Flows Affect Specific Situations
      7. Logic: The Effects of a Probationary Period
      8. Logic: Effects of Job Offer Rejections
      9. Logic: The Effect of Multiple Selection Devices
      10. Process: It Matters How Staffing Processes Are Used
      11. Cumulative Effects of Adjustments
      12. Dealing with Risk and Uncertainty in Utility Analysis
      13. Process: Communicating the Impact of Utility Analyses to Decision Makers
      14. Employee Selection and the Talent Supply Chain
      15. Exercises
      16. References
    16. 11. Costs and Benefits of HR Development Programs
      1. The Relationship Between Training Expenditures and Stock Prices
      2. Utility Analysis Approach to Decisions about HRD Programs
      3. Break-Even Analysis Applied to Proposed HRD Programs
      4. Costs: Off-Site Versus Web-Based Meetings
      5. Process: Enhancing Acceptance of Training Cost and Benefit Analyses
      6. Conclusion
      7. Exercises
      8. References
    17. 12. Talent Investment Analysis: Catalyst for Change
      1. Better Answers to Fundamental Questions
      2. Intangible Does Not Mean “Unmeasurable”
      3. The HC BRidge Framework as a Meta Model
      4. Lighting the LAMP of Organization Change
      5. References
    18. Appendix A. The Taylor-Russell Tables
    19. Appendix B. The Naylor-Shine Table for Determining the Increase in Mean Criterion Score Obtained by Using a Selection Device
      1. Using the Table
    20. FT Press
    21. Index
  7. Financial Analysis for HR Managers: Tools for Linking HR Strategy to Business Strategy
    1. Copyright Page
    2. Dedication Page
    3. Acknowledgments
    4. About the Author
    5. 1. Business Strategy, Financial Strategy, and HR Strategy
      1. Is HR Weakest in the Most Critical Areas?
      2. You Don’t Need to Be a Quant to Make Good Business Decisions
      3. Which HR Decisions Are Important?
      4. What This Book Attempts to Do
    6. 2. The Income Statement: Do We Care About More Than the Bottom Line?
      1. Income Statements
      2. Profit Can Be Measured at Various Levels
      3. Seeing the Big Picture
      4. The Bottom Line
    7. 3. The Balance Sheet: If Your People Are Your Most Important Asset, Where Do They Show Up on the Balance Sheet?
      1. Assets on the Balance Sheet
      2. Liabilities on the Balance Sheet
      3. Which Numbers on a Balance Sheet Can You Believe?
      4. Use Caution When Using Published Financial Ratios
    8. 4. Cash Flows: Timing Is Everything
      1. Cash Flow Information from the Income Statement
      2. Cash Flow Information from the Balance Sheet
    9. 5. Financial Statements as a Window into Business Strategy
      1. Common Size Financial Statements
      2. Connecting the Dots
      3. Return on Equity
      4. Differential Impact of Financial Leverage
      5. The Big Picture
      6. The Link Between HR Strategy and Business Strategy
    10. 6. Stocks, Bonds, and the Weighted Average Cost of Capital
      1. Why Is the Cost of Capital Important to HR Managers?
      2. Where Does the Money Come From?
      3. Is Your Company of Above Average or Below Average Risk?
      4. Capital Costs in 2012
    11. 7. Capital Budgeting and Discounted Cash Flow Analysis
      1. Calculating Present Values
      2. Do the Future Benefits Justify the Upfront Costs?
      3. Using DCF on the Job
      4. HR Applications
      5. Money Has Time Value Because of Interest Rates, Not Because of Inflation
    12. 8. Financial Analysis of Human Resource Initiatives
      1. Decisions Involving Cash Flow That Occur at Different Points in Time
      2. Allocating Budgets When There Are a Larger Number of Alternatives
      3. Calculating NPV of Specific HR Initiatives
      4. Determining Program Impacts Using Pre-Post Changes
      5. Determining Program Impacts Using Comparison Groups
      6. What Is Your Firm’s HR Budget?
      7. Is Your HR Budget Allocation Optimal?
      8. Maximizing the ROI on Your Analysis Efforts
    13. 9. Financial Analysis of a Corporation’s Strategic Initiatives
      1. Estimating the NPV of a Strategic Initiative Such as a New Product Introduction
      2. Using the Spreadsheet to Structure the Deal
      3. Using Monte Carlo Simulations to Model Risk and Uncertainty
    14. 10. Equity-Based Compensation: Stock and Stock Options
      1. How Do Stock Options Work?
      2. What Is the Intrinsic Value of an Option? What’s the Time Value of an Option?
      3. Are Options High-Risk Investments?
      4. Do Employees Prefer Options or Stock?
      5. Understanding the Inputs to the Black-Scholes Model
      6. Firms Must Disclose the Methods and the Assumptions They Use to Cost Stock Options
      7. Using Monte Carlo Simulation to Determine the Value of Employee Stock Options
      8. Dilution, Overhang, and Run Rates
      9. Equity Compensation Is One Tool for Aligning Executive and Shareholder Interests
    15. 11. Financial Aspects of Pension and Retirement Programs
      1. Defined Benefit (DB) Plans
      2. Defined Contribution (DC) Plans
      3. Hybrid Plans
      4. The Shift from DB Plans to DC Plans
      5. Pension Accounting
      6. Why Base Costs on the Expected Rather Than the Actual Return on Plan Assets?
      7. How Do Firms Select the Appropriate Discount Rate?
      8. DB Plans Encourage Retirement
      9. The Future?
    16. 12. Creating Value and Rewarding Value Creation
      1. Aligning Pay with Performance
      2. Managing EPS Expectations
      3. Putting It All Together
      4. Appendix A: A Sample of Financial Measures Currently in Use
    17. Bibliography
    18. Endnotes
      1. Chapter 1
      2. Chapter 2
      3. Chapter 3
      4. Chapter 5
      5. Chapter 6
      6. Chapter 7
      7. Chapter 8
      8. Chapter 9
      9. Chapter 10
      10. Chapter 11
      11. Chapter 12
    19. Index
    20. FT Press
  8. Applying Advanced Analytics to HR Management Decisions: Methods for Selection, Developing Incentives, and Improving Collaboration
    1. Copyright Page
    2. Dedication Page
    3. Acknowledgments
    4. About the Author
    5. Preface
    6. Introduction
      1. The New Human Science and HCM Decisions
    7. 1. Challenges and Opportunities with Optimal Decision Making and How Advanced Analytics Can Help
      1. 1.1. How We Make Decisions and What Gets in the Way
      2. 1.2. Rise of the Machines: Advanced Analytics and Decision Making
      3. 1.3. Human and Machine: The Ideal Decision-Making Team
    8. 2. Collaboration, Cooperation, and Reciprocity
      1. 2.1. Human Nature and Human Science
      2. 2.2. The Power of Collaboration: The Scandinavian Model
      3. 2.3. Advanced Analytics and Collaborative Decision Making
    9. 3. Value Creation and Advanced Analytics
      1. 3.1. The Wealth of Organizations and What Advanced Analytics Can Do
      2. 3.2. Value and How to Create It: Intangible Capital
      3. 3.3. Strategic Choice and Advanced Analytics
      4. 3.4. Software Applications, Analytics, and HR Decisions
    10. 4. Human Science and Selection Decisions
      1. 4.1. Optimizing Selection and Promotion Decisions
      2. 4.2. Workforce Planning, Talent Acquisition, and Decision Analytics
      3. 4.3. Human Science and Selection and Promotions Decisions
      4. 4.4. Applications of Human Science to Selection Decisions
    11. 5. Human Science and Incentives
      1. 5.1. Human Science and Incentives
      2. 5.2. Human Science and Motivation
      3. 5.3. Performance Management
      4. 5.4. Applying Human Science to Incentive Contracts
      5. 5.5. Application of Human Science to Specific Incentive Issues
    12. Conclusion
      1. Garbage In...
      2. Our Argumentative Natures
      3. Advanced Analytics and Diagnosis of HCM Issues
      4. The Science (and Art) of Prediction
      5. The Challenges with Being Empirically Declarative
      6. Decision-Making Authority and Cooperation
      7. Sharing Control and Return Rights
      8. Individualization
    13. A. Definitions
    14. Endnotes
      1. Introduction
      2. Chapter 1
      3. Chapter 2
      4. Chapter 3
      5. Chapter 4
      6. Chapter 5
      7. Appendix A
    15. Index
  9. Compensation and Benefit Design: Applying Finance and Accounting Principles to Global Human Resource Management Systems
    1. Copyright Page
    2. Dedication Page
    3. Foreword
    4. Acknowledgments
    5. About the Author
    6. Preface
    7. Part I
      1. 1. Introduction: Setting the Stage
        1. The Cost Versus Expense Conundrum
        2. CAPEX Versus OPEX
        3. The Current HR Cost-Classification Structure
        4. The Current Accounting for Compensation and Benefit Cost Elements
        5. Key Concepts in This Chapter
        6. Appendix: The Terms
      2. 2. Business, Financial, and Human Resource Planning
        1. The Overall Planning Framework
        2. HR Planning
        3. HR Programs
        4. Key Concepts in This Chapter
        5. Appendix
      3. 3. Projecting Base Compensation Costs
        1. Base Salary Costs
        2. Key Concepts in This Chapter
        3. Appendix: Cash Flow Impact of Salary Increases
      4. 4. Incentive Compensation
        1. An Introduction to Incentive Compensation Programs
        2. Accounting for Annual Cash Incentive Plans
        3. Key Incentive Compensation Metrics
        4. Free Cash Flow as an Incentive Plan Metric
        5. Economic Value Added as an Incentive Plan Metric
        6. Residual Income as an Incentive Compensation Plan Metric
        7. The Balanced Scorecard and Incentive Compensation
        8. Balanced Scorecard and Compensation
        9. Key Concepts in This Chapter
      5. 5. Share-Based Compensation Plans
        1. Stock Award Plans
        2. Stock Option Plans
        3. Stock Option Expensing
        4. The Accounting for Stock Options
        5. Tax Implications of Stock Plans
        6. International Tax Implications of Share-Based Employee Compensation Plans
        7. Employee Share Purchase Plans
        8. Stock Appreciation Rights
        9. Key Concepts in This Chapter
        10. Appendix: Stock Options and Earnings per Share
      6. 6. International and Expatriate Compensation
        1. The Background to International and Expatriate Compensation
        2. The Balance Sheet System
        3. Expatriate Taxes
        4. The Cost-Differential Allowance
        5. Global Payroll Systems
        6. International Pensions
        7. Global Stock Option Plans
        8. Key Concepts in This Chapter
      7. 7. Sales Compensation Accounting
        1. General Accounting Practices
        2. Sales Compensation Plans
        3. Accounting Control and Audit Issues
        4. Other Salient Elements of a Sales Compensation Plan
        5. Travel Allowances
        6. Commission Accounting
        7. Key Concepts in This Chapter
      8. 8. Employee Benefit Accounting
        1. The Standards Framework
        2. Defined Contribution Versus Defined Benefit Plans
        3. Section 965 Explained
        4. Calculating Plan Benefit Obligations
        5. Claims Incurred but Not Reported (IBNR)
        6. Other Benefit Obligations
        7. Additional Obligations for Postretirement Health Plans
        8. Self-Funding of Health Benefits
        9. International Financial Reporting Standards and Employee Health and Welfare Plans
        10. The Financial Reporting of Employee Benefit Plans
        11. Key Concepts in This Chapter
      9. 9. Healthcare Benefits Cost Management
        1. The Background
        2. The Reasons for the Rising Costs
        3. Cost Containment Alternatives
        4. Forecasting Healthcare Benefit Costs
        5. Key Concepts in This Chapter
      10. 10. The Accounting and Financing of Retirement Plans
        1. The Background
        2. The Accounting of the Plans
        3. The Pension Benefit Obligation
        4. Pension Plan Assets
        5. The Pension Expense
        6. The Accounting Record-Keeping
        7. Accounting Standards Affecting Pension Plans
        8. Key Concepts in This Chapter
    8. Part II
      1. 11. Human Resource Analytics
        1. The Background for the Use of HR Analytics
        2. The Need for HR Analytics
        3. Measuring the Effectiveness of HR Investments
        4. Total Compensation Effectiveness Metrics
        5. A Changed Paradigm
        6. Key Concepts in This Chapter
      2. 12. Human Resource Accounting
        1. The Background
        2. The Debate
        3. HR Accounting Methods
        4. Key Concepts in This Chapter
        5. Appendix: No Long-Term Savings from Workforce Reductions
    9. Conclusion
      1. An HR Finance and Accounting Audit
    10. References
      1. Articles
      2. Books
      3. Websites
    11. Index
  10. People Analytics: How Social Sensing Technology Will Transform Business and What It Tells Us about the Future of Work
    1. Copyright Page
    2. Praise for People Analytics
    3. Dedication Page
    4. Contents at a Glance
    5. Acknowledgments
    6. About the Author
    7. Preface
    8. 1. Sensible Organizations: Sensors, Big Data, and Quantifying the Unquantifiable
      1. Telescopes, Microscopes, and “Socioscopes”
      2. Unbiased?
      3. Digital Breadcrumbs
      4. “Socioscope”
      5. Enter the Badge
      6. Big Data = Big Brother?
      7. Trust and Transparency
    9. 2. Evolution, History, and Social Behavior: Our Wandering Road to the Modern Corporation
      1. Back to the Future
      2. In the Shadow of Man
      3. You Say “Groups,” I Say “Organizations”
      4. Individual < Tribe < City-State
      5. Do as the Romans Do
      6. Talkin’ ‘Bout a Revolution
      7. New Information, New Communication
      8. The Organization of Today
      9. (In)formal Processes
      10. Informally Important
      11. The Social Network
      12. Organizing the Path Ahead
    10. 3. The Water Cooler Effect: Why a Friendly Chat Is the Most Important Part of the Work Day
      1. Talk Your Ear Off
      2. Cohesion versus Diversity
      3. Blue-Collar versus White-Collar Water Coolers
      4. Banking on Change
      5. Peanut Butter Jelly Time
      6. Break Value
    11. 4. The Death of Distance?: Measuring the Power of Proximity
      1. So, Should I Stay at Home and Work in My Pajamas?
      2. Co-Located Offices: The Gold Standard?
      3. More Than a Tape Measure
      4. Distance Makes the Heart Grow Fonder?
      5. Long Table, Short Table
      6. So, Where Should I Sit?
    12. 5. I’m the Expert: Why Connections Are More Important Than Test Scores
      1. The (Electric) General
      2. The IT Firm Study
      3. IT Firm Study Results
      4. Expert Puzzle
      5. Being an Expert Expert
    13. 6. You Look Like the Creative Type: Da Vinci versus the Hackathon
      1. Cartoon Wars
      2. Lessons from South Park: The Roots of Creativity
    14. 7. Tough It Out versus Stay at Home: Modeling Disease Spread Through Face-to-Face Conversations
      1. Corporate Epidemiology
    15. 8. Why We Waste $1,200,000,000,000 a Year: Mergers and Acquisitions, Corporate Culture, and Communication
      1. I’ll Call, and Raise
      2. Fixing the Problem
    16. 9. Attach Bolt “A” to Plank “Q”: Matching Formal Dependencies with Informal Networks
      1. Big Projects, Big Problems
      2. Congruence, Distance, and Software
      3. Don’t Fall into the Gap
      4. Keeping in Contact
    17. 10. The Future of Organizations: How People Analytics Will Transform Work
      1. Badges, Badges Everywhere?
      2. Moving Toward the People Analytics System
      3. Augmented Social Reality
      4. All Around the World
      5. The Next Big Thing
    18. 11. Where We Go from Here: Of Face-to-Face Interaction, New Collaboration Tools, and Going Back to the Future
      1. Back to the Future 2
    19. Endnotes
      1. Chapter 1
      2. Chapter 2
      3. Chapter 3
      4. Chapter 4
      5. Chapter 5
      6. Chapter 6
      7. Chapter 7
      8. Chapter 8
      9. Chapter 9
      10. Chapter 10
    20. Index
    21. FT Press