Human Resource Management
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Managing people, human capital and culture - Human Resource Management (HRM) is critical for business success. HRM Guide publishes articles and news releases about HR surveys, employment law, human resource research, HR books and careers that bridge the gap between theory and practice.

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PHR/SPHR: Professional in Human Resources Certification Study Guide

by Sandra M Reed and Anne M. Bogardus
The Professional in Human Resources (PHR) and Senior Professional in Human Resources (SPHR) exams from the Human Resources Certification Institute (HRCI) reflect the evolving industry standards for determining competence in the field of HR. Serving as an ideal resource for HR professionals who are seeking to validate their skills and knowledge.
This new edition is must-have preparation for those looking to take the PHR or SPHR certification exams in order to strengthen their resume.
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PHR Study Guide 2017

PHR Study Guide 2019-2020: PHR Certification Test Prep and Practice Questions for the Professional in Human Resources Exam

Think all PHR/SPHR study guides are the same? Think again! With easy to understand lessons and practice test questions designed to maximize your score, you'll be ready.
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Corporate Communication

Corporate Communication: A Guide to Theory and Practice

by Joep P. Cornelissen
  Academically grounded, it covers the key concepts, principles and models within corporate communication by bringing together academic knowledge and insights from the subject areas of management and communication
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Performance Management - Key Practices

November 5 2012 - Informal feedback is critical to success said 93% of IT Professionals in a recent survey but fewer than half (44% of IT Professionals and 49% of IT Leaders) felt that feedback in their organization could be rated as good or excellent.

The survey of more than 2,000 IT Professionals and 1,500 IT Leaders was conducted in September for TEKsystems a provider of IT staffing, IT talent management expertise and IT services.

TEKsystems argue that effective performance management requires the setting of clear:

  • goals
  • expectations, and
  • processes

In the survey, IT Professionals and IT Leaders identified the top three goals of a performance management programs as:

  • clarifying expectations
  • coaching/mentoring, and
  • aligning employee actions with strategic business objectives

According to TEKsystems, feedback is essential to clarify expectations between IT Leaders and staff. 93% of IT Professionals in the survey said that regular, high-quality, informal feedback was very important to achieving success in their role with 49% rating it as extremely important.

TEKsystems Director, Rachel Russell said:

"The goal of performance management is to take lessons learned and use them to help an individual, or team, improve. Failing to deliver feedback more regularly than quarterly or annual reviews hinders the effectiveness of a performance management program. Formal reviews are very necessary, but informal feedback is more personal and can be absorbed much more easily because it tends to revolve around a specific, timely issue that deserves recognition or pause for learning and growth."

She added that addressing poor performance was equally important to the recognition of great performance in improving overall employee performance. But most IT Professionals and IT Leaders in the survey felt that their organizations did not address either type of performance effectively. A mere 10% completely agreed that either poor performance or great performance were addressed effectively. She said:

"If performance management systems are only effective about half of the time, then they really aren't working too well. Failing to handle poor performance can cause team conflicts, reduce morale and produce lower quality results. On the other hand, taking the time to recognize an individual or team when they do excellent work promotes confidence, builds trust and motivates high performers to help the business succeed. In order to fix these problems, organizations need to first address the fundamental issues with their performance management system before any significant progress can be made."

Other significant findings
  • Only 10% of IT Professionals and 7% of IT Leaders felt that performance expectations were always clearly defined.
  • 31% of IT Professionals said that performance expectations were rarely or never clearly defined.
  • 24% of IT Leaders completely disagreed with the statement that "managers in my organization are great at performance management."
  • Under 50% of IT Professionals and IT Leaders agreed that their organization's performance management system "plays a highly effective role in driving employee performance."

  • 39% of IT Professionals and 46% of IT Leaders agreed that poor performance was effectively addressed in their organization.
  • Almost 50% of respondents indicated that poor performance normally went unaddressed for 90 days or longer and 33% of all respondents cited this delay as the most significant reason why poor performance was not addressed effectively in their organization.
  • 62% of IT Leaders felt that great performance was effectively addressed in their organization but only 43% of IT professionals agreed.

Successful Onboarding

Successful Onboarding: Strategies to Unlock Hidden Value Within Your Organization

Mark Stein and Lilith Christiansen
  Fact: 1/3rd of all external hires are no longer with the organization after 2 years. What can you do about it? In a word: onboarding; although poorly understood, subject to narrow definitions, and with limited best practice understanding or management rigor. Consultants Mark Stein & Lilith Christiansen have worked with leading companies on it, and they've synthesized their work into a ready to use system.
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The HR Answer Book

The HR Answer Book: An Indispensable Guide for Managers and Human Resources Professionals

by Shawn A. Smith, Rebecca A. Mazin
  The HR Answer Book addresses 200 questions that every employer needs to deal with, from recruiting and hiring to discipline and termination, compensation and benefits to training and employee relations. Accessible and concise, this on-the-job companion offers expert guidance on all types of "people" issues.
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