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Human resources and labor relations

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Interim managers: stop-gap staffing

Article Abstract:

Interim management arrangements enable companies to continue operations even after the sudden loss of key employees. Interim management agencies can recommend highly qualified business executives who would be willing to apply their skills on a temporary basis to help companies get certain jobs done. The benefits of hiring interim managers are numerous. Companies can choose the most qualified candidate from a number of highly skilled people who prefer interim work. Interim managers also accomplish the work they are asked to do, instead of merely recommending plans of action. Aside from these, companies are not required to give temporary employees the benefits given to regular workers such as pension, insurance, vacation pay or bonuses. In hiring interim managers, companies should assess the needs for such personnel, determine the work the needs to be done, and consider the type of support management should extend.

Author: McKinney, Sally
Publisher: Crain Communications, Inc.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1992
Evaluation, Services, Appointments, resignations and dismissals, Recruiting, Executives, Employment services, Executive recruiting, Temporary employees

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Seven rules of salary surveys

Article Abstract:

Companies can increase the effectiveness of their participation in salary surveys and improve the usefulness of the data by following seven suggested rules. Companies should participate in a small number of surveys, pay no more for specialized surveys than is necessary to obtain the desired information, and participate only in surveys with more than five respondents. Companies should not participate in surveys that show a wide variation in salaries for the same position and only should use survey data that focuses on actual salaries. In a survey that includes benefits, companies should ensure that the surveyed benefits match the companies' needs. To receive a better value, companies should use their in-house staffs to design key parts of specialized surveys.

Author: Sokol, Reuben J.
Publisher: Crain Communications, Inc.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1990
Economic surveys

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Compensation surveys: misleading guideposts

Article Abstract:

Compensation surveys are of questionable value in determining wage scales, especially for executives. Salary ranges fail to consider the qualitative demands of individual jobs and their relative value to the hiring firm. To obtain an idea of what salary would attract a suitable candidate, contact five to ten peers in comparable firms. To evaluate the kind of executive needed, determine scope of the job, prerequisite and desirable qualifications, performance evaluation standards, and career paths which the successful candidate will follow. These steps will also assist in calculating salary ranges.

Author: Halbrecht, Herbert Z.
Publisher: Crain Communications, Inc.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1987
Surveys, Wages, Wages and salaries

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Subjects list: Employee recruitment, Usage, Compensation and benefits, Wage surveys
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