The Recruiter's Handbook provides comprehensive, step-by-step guidelines through the complete recruiting process. Written by HR Bartender's Sharlyn Lauby, SHRM-SCP, with insights, tips, and tools from dozens of HR, recruiting, and business experts, the Handbook delivers a proven roadmap to not only help shorten learning curves and avoid legal pitfalls, but build trust in new hire relationships. Along the way it shows how to drive cultural change by offering guidelines for veteran, disabled, or ex-offender recruiting efforts, how to build strong apprenticeship, mentoring, or internship programs, how to effectively conduct assessments, reference checks, and background checks, and much more.

Talent management is the most evergreen of HR topics because finding and keeping the best talent is a constant business imperative. But talent management moves quickly, and you have to stay ahead of the trends to be successful at hiring, engaging, coaching, and retaining top talent. The SHRM Essential Guide to Talent Management is your professional desk reference and go-to guide, full of practical solutions, expert insights, and best practices to help you get unstuck when you’re faced with any talent management challenge. Sharlyn Lauby addresses hundreds of topics organized by the eight core Talent Management components identified by SHRM, the Society for Human Resource Management:• Strategic and Workforce Planning• Talent Acquisition• Onboarding and Employee Engagement• Performance Management

Onboarding is such an important part of an employee's success. It starts well before the employee decides to apply with an organization in the forms of employment branding and the candidate experience. It includes sourcing, interviewing, background checks, and extending the job offer. Next comes new hire paperwork, orientation, and training. Lastly, performance management. On some level much of onboarding touches every single component in the employee life cycle. Yet, when it comes to onboarding managers, we do nothing or very little. But we expect managers to help onboard new employees. They are an active part of the recruiting process. Managers are expected to train and develop employees. They are required to coach and mentor employees for exceptional performance. It's time for organizations to give managers the same foundation for success that we give new hire employees. Manager Onboarding will walk HR managers and business leaders through the process of creating a manager onboarding program. While onboarding has many touchpoints in a manager's career, this book is going to focus on the new hire or newly promoted phase. This book is for HR and business leaders who are looking for a roadmap to designing a manager onboarding program. The book touches on just a bit of theory and a whole lot of practical knowledge. It is filled with stories and examples about how companies' onboarding programs work-both for new employees as well as managers.

Although organizations likely have management development programs, they typically take place when employees are identified as high potentials and promoted into management later or when they are promoted, fail, and are assigned management development. In "Orient Managers for Career Success," Sharlyn Lauby explains why new manager orientation is critical for bridging the gap between when employees join management and when they receive development. She details: management orientation and how it differs from other management development programs why a manager-specific program is needed ways to gain buy-in and support for these programs how to design and evaluate successful programs.