Browse the Library
Browse our growing library of learning resources.
13 Human resources Resources
-
Chapter 11 - Compensating Your Key Executives
vcexperts.com— — “Since both start-ups and buyouts depend in large part on extraordinary performance by managers qua proprietors, one principal aim of the planners of new ventures is to put stock or stock equivalents in the hands of senior managers without occasioning tax liability.”
-
10 Ideas For Entrepreneurs Facing Personnel Issues
gsb.stanford.edu— — “Alumni entrepreneurs stepped away from the heady world of running things to discuss that world and compare notes on hiring, firing, and promoting employees during an event at the Graduate School of Business May 9”
-
How Leaders Define Corporate Culture
gsb.stanford.edu— — “Now that your business is up and running, how do you get the most from your people? How do you keep your employees motivated and focused on creating value for your customers and for the company? In addition to focusing on tips and tricks to help you create”
-
When (Organizational) Change Hurts: Startups Need to “Think Employees” from the Get-Go
gsb.stanford.edu— — “Start-up firms should pay as much attention to creating a pattern for managing their employees as they do to developing the vision for their product”
-
Reducing Employee Turnover
businessweek.com— — “Manny Avramidis, senior vice-president of global human resources for the American Management Association, offers tips for improving employee retention and correcting mistakes that can lead to costly high turnover rates”
-
Dealing with Absenteeism
businessweek.com— — “Smart Answers Columnist Karen E. Klein get tips from Zachary Meyer for entrepreneurs who need help handling chronically absent employees”
-
How to Conduct a Job Interview
businessweek.com— — “Recruiting and retaining top personnel is of the utmost importance, but many entrepreneurs neglect their interviewing skills.”
-
Establishing Culture and Being a Leader
gsb.stanford.edu— — “How do you send signals to your employees about cultural norms, acceptable communication styles, and work patterns”
-
Hiring, Firing and Motivating: Basic Management
gsb.stanford.edu— — “In addition to focusing on tips and tricks to help you manage a growing team, this panel explores sensitive issues such as how to give difficult feedback and how to make the decision to let someone go”
-
The Art of Firing
blog.guykawasaki.com— — “A few weeks ago I covered the topic of laying people off. In a sense, this is an easier process because it usually happens in bad times, and it doesn’t single a person out”
-
The Art of the Layoff
blog.guykawasaki.com— — “We’re in a bubble again. It’s not as frothy as last time, but hallelujah, this time we know what to do, right? One good thing about the dotcom implosion in 2000 is that we got lots of practice laying people off, and I’m afraid that this valuable knowledge may get lost”
-
Firing 101
businessweek.com— — “The prospect of letting an employee go raises serious questions: What are the legal considerations? How do you prevent a wrongful termination claim? Is there a way to reassure remaining employees? Ruth Haag, author of Hiring and Firing, offers advice”
-
The Art of Recruiting
blog.guykawasaki.com— — According to Guy Kawasaki, the art of recruiting is the purest form of evangelism, “because you’re not simply asking people to try your product, buy your product, or partner with you…you are asking them to bet their lives on your organization.”