East Baton Rouge Parish Library

HR for creative companies, Kate Marks

eng

Includes bibliographical references and index

illustrations

index present

non fiction

HR for creative companies

bibliographydictionaries

11110677069

Kate Marks

Creative business essentials

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 that architects and other professionals can use to enhance their creativity whilst simultaneously increasing their commerciality. This book will provide simple, pragmatic and practical advice, anecdotes and template documents for a variety of common situations that arise in the HR employee life-cycle, such as succession planning and staff engagement. Using examples from a range of different architecture practices, readers will learn how these organizations have successfully approached the issue of people management, by implementing tried and tested HR models. For sole and small practices, this easy to digest book shows architects and other design professionals that HR can be a positive, profitable and even pleasurable tool for business success

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 ADVERTISEMENTS6. 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 STRUCTURE5. 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 PLANNINGFREQUENTLY 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 PROCEDURES4. 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

Human resources for creative companies