How to Start Any Type of Organization — Guidelines and Resources
for Entrepreneurs

Assembled by Carter
McNamara, MBA, PhD; Authenticity
Consulting, LLC

First, Do Some Careful Preparation

Before starting a new business (whether nonprofit or for-profit),
there is some very important thinking that you really should do.
See:
Entrepreneurs
— Are You Really Ready to Start a New Venture?

Should You Start a For-Profit or a Nonprofit? Which?

There are some basic considerations to address when making
this decision. See:
Should
I Start a For-Profit or a Nonprofit?

How to Start a For-Profit Business

Guidelines
and Many Resources for Starting a For-Profit Business

How to Start a Nonprofit Organization

Guidelines
and Many Resources for Starting a Nonprofit Organization

Additional Sources of Additional Assistance

Resources
for For-Profits
Resources
for Nonprofits

Also see
Related Library Topics

Also See the Library’s Blogs Related to Starting an Organization

In addition to the articles on this current page, see the following blogs which
have posts related to Starting an Organization. Scan down the blog’s page to
see various posts. Also see the section “Recent Blog Posts” in the
sidebar of the blog or click on “next” near the bottom of a post in
the blog.

Library’s
Business Planning Blog
Library’s Building a Business Blog
Library’s
Consulting and Organizational Development Blog
Library’s
Leadership Blog
Library’s
Nonprofit Capacity Building Blog
Library’s
Strategic Planning Blog
Library’s Supervision Blog

---

---

For the Category of Entrepreneurship (For-Profit):

To round out your knowledge of this Library topic, you may
want to review some related topics, available from the link below.
Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been
selected for their relevance and highly practical nature.

Related Library Topics

Recommended Books

All About Franchising: Guidelines and Resources

Sections of This Topic Include

Introduction to Franchising

What is a Franchise Business?
Pros and Cons of Buying a Franchise

Preparing to Become a Franchise Owner

Is a Franchise Right for You Personally?
Alternative: Start New Business From Ground Up?

Selecting the Right Franchise

Typical Process to Become a Franchisee
Use a Franchise Broker?
Research Franchise Opportunities
Do Your Due Diligence!
Before Signing the Franchise Agreement

Funding Your Franchise

Draft a Business Plan
How Much Money Do You Need?
Sources of Funding for Franchises

General Resources

Franchise Organizations
Sources of Franchises
Franchise Laws
Glossaries of Franchise Terms

Also consider
Related Library Topics

---

INTRODUCTION TO FRANCHISING

What is a Franchise Business?

You have probably heard the term “franchise” and already have a sense
of what it means. When learning more about franchising, it helps to consider
franchising as a very popular business model. It includes two key roles:

1. The franchisor, who is a person or organization that owns
   certain assets, including proprietary products and services, business practices
   and intellectual property (especially the business’s brand, for example, its
   name, logo and colors).
2. The franchisee, who is a person or organization that has
   gained the rights from the franchisor (by signing a Franchise Agreement) to
   use its assets, while also selling its products and services.

The franchisee is usually referred to having “bought the franchise,”
even though the franchisor is the owner of the franchise itself. (Technically,
the Agreement between the two parties is the “franchise”.)

As you know, there are numerous everyday examples of this. Think of the most
common fast-food restaurants that you have probably drive by almost everyday,
such as McDonald’s, Ace Hardware, Midas muffler shops, Pizza Hut, Taco Bell
and Subway.

Also consider
What
is a Franchise?
The
Franchise Business Model 101 – An Introduction
Franchising
101: The Basic Terms, Tips, and Facts You Need to Get Started

Pros and Cons of Buying a Franchise

Pros of Buying a Franchise from a Franchisor

Depending on the terms in the franchisor’s Franchise Agreement, the benefits
for the franchisee can include:

• A time-tested business model, including its products and services, operating
  practices and intellectual property
• The familiarity and reputation of the brand (research shows customers are
  often more loyal to an organization’s brand than to its products and services)
• Access to a group of customers who are loyal to the brand (the extent of
  the access depends on the location of the franchise)
• Training programs about operating the business model itself
• Ongoing advice and support from the franchisor about starting and operating
  the franchise
• Savings in time, effort and money from otherwise having to start a new business
  model from the ground up
• The franchisor’s ongoing advertising of the franchise’s products and services
• Easier access to get business funding because lenders’ loans are servicing
  a proven business model
• Franchisor’s discounts on prices of supplies and inventory

Cons of Buying a Franchise

Depending on the terms in the franchise agreement, the challenges for the franchisee
can include:

• Significant startup costs, including an initial, one-time franchise (or
  license) fee often between $50,000 to $500,000
• Ongoing royalty payments, usually monthly and based on a percentage of the
  franchisee’s monthly revenues
• Facilities costs, including of property and buildings to match the franchisor’s
  requirements
• Frequent monitoring of the franchisor’s rules and regulations, which could
  be updated at least annually
• Ensuring strong conformance to those rules and regulations
• Regular reporting of operations and financials to the franchisor
• A reputation that is always tied to the franchisor’s, as well

Also consider
The
Pros And Cons Of Buying A Franchise
Have You Considered Alternatives? (add root URL)
What
Are Your Options When You Begin Your Business
Franchise or New Venture?
That Depends on You
What
Are the Alternatives to Franchising?

---

PREPARING TO BECOME A FRANCHISEE

Is a Franchise Right for You Personally?

If you are thinking about buying a franchise now, then there are some hard
questions that you should be asking yourself. The more honest that you are with
yourself, the less likely that your new franchise will be a big problem later
on in your life. This article Entrepreneurs
— Are You Personally Ready to Start a New Venture? will help you to answer:

• Are you really enough of an entrepreneur to run a new business, even if
  a franchisor has done much of the work for you already?
• What are your passions in life? How can you ensure they remain in the nature
  of the work in your new franchise?
• What is your stress level now? It will likely increase as you start your
  new business.
• What are your personal strengths and weaknesses that will affect the success
  of your new business? How can you use your strengths to deal with your weaknesses?
• Are your personal finances in shape? What attention do they need now to
  prepare for getting even more funding to operate your new franchise.

Also consider
Should
I Buy a Franchise?
Is
Buying a Franchise a Good Idea?
Nine
Questions to Ask Before Buying a Franchise
The 2 Most Important
Steps in Deciding If Franchising Is a Good Fit for You
Will There Be Potholes
on the Road to Franchise Freedom? Yes. There Will Be 7, to Be Exact.

Alternative: Start a New
Business From Ground Up?

Since you are interested in starting a new business as a franchise, don’t forget
about the option to start a business from scratch. Here are some pros and cons
regarding that decision.

Pros of Starting Your Own Business From Ground Up

• You will likely have lower startup costs than in starting a new franchise,
  unless your business idea would involve extensive and ongoing manufacturing
  activities.
• You can follow your own creative instincts and make your own decisions,
  rather than closely conforming to those of the franchisor.

Cons of Starting Your Own Business From Ground Up

• The startup activities and the time required are significant. (See the tasks
  in the Reference
  Manual for How to Start a Business.)
• The time it takes to start and operate your own new business until you are
  getting profits can be substantially longer than in buying a franchise.
• Financing might be more difficult to get as compared to financing a franchise
  that has an already well known brand.
• It is usually riskier to start your own business model if there is currently
  no proof of strong markets and sales, as there would be with a franchise

Also consider
What
Are Your Options When You Begin Your Business
Franchise or New Venture?
That Depends on You
What
Are the Alternatives to Franchising?
Have
You Considered Alternatives?

---

SELECTING THE RIGHT FRANCHISE

Typical Process to Become
a Franchisee

The article Your
Guide to Pros and Cons of Owning a Franchise describes the following typical
process to start a franchise:

1. Research to find a franchise that best suits your interests, funding, location,
   etc.
2. Contacting the franchisor and submitting an application
3. Financial and legal review of the franchisor’s FDD and Franchise Agreement
4. Creating a business plan that details how you expect to make a profit, as
   well as using the plan to get sufficient funding
5. Signing the Franchise Agreement and paying the initial fee
6. Franchise training to meet the franchisor’s requirements
7. Preparing for a grand opening to formally start your operations and invite
   customers

Also consider
How
to Franchise a Startup: 4 Tips for Success
How to Open
a Franchise in 7 Easy Steps
How to Start a Franchise
in 8 Strategic Steps
Want
To Franchise Your Small Business? 8 Tips To Get Started
How to Start
a Franchise in 10 Steps

Use a Franchise Broker?

A franchise broker is a person who works with you to help you select and buy
the best franchise, much like a real estate agent helps you to buy a home. Similarly,
the brokers usually work for the franchisors, as real estate agents usually
work for the home sellers.

Thus, the franchise broker’s true allegiance is to the franchisors. So if you
use a franchise broker, you need to be sure who is paying the broker and how
you can ensure that the broker is helping you at least as much as the franchisor.

Consider
What
You Should Know About Working With Business Brokers
How
to Sell Your Business With a Broker—12 Quick Tips
How
to Choose the Right Business Broker
Business
Buyers Be Aware and Beware

Research Franchise Opportunities

There is no shortage of sources of franchise opportunities. Most important
for now, though, is to get clear on what you really want in a franchise. For
example:

• What is your primary reason for doing a franchise? Money? Learning? The
  Challenge? Use current skills?
• What industry do you want it to be in?
• Will it be seasonal, eight hours a day or 24/7?
• When do you want to start the franchise?
• What kind of risks can you tolerate?
• How much money do you have to invest?
• What kind of lifestyle do you want?

Also consider
How
to Choose the Right Franchise for You
Quiz
to Help You Select the Right Type of Franchise
How
to Determine Which Franchise Business is Best for You
The Eight
Things to Look For in a Franchise Opportunity
How
To Find A Franchise Startup With Potential

Now it might be useful to consider Sources
of Franchises listed in General Resources near the end of this document.

Do Your Due Diligence!

Understand Types of Franchise Illegalities

Franchising is a very popular way to start a business. Consequently, there
are a wide variety of ways that a person might be cheated when considering to
buy a franchise or is already operating one. For example, some ways are:

• Franchisors putting undue pressure on potential franchisees to quickly sign
  agreements well before the franchisee has had reasonable time to review them
• Franchisors improperly making or withholding critical financial, operating
  and performance information
• Franchisors inappropriately using confidentiality agreements or gag orders
  to withhold critical information to franchisees
• Franchisors promising certain levels or amounts of profit to be made by
  the new franchise
• Franchisors who renege on their promises, thereby hurting the already operating
  franchisees
• Franchise brokers misrepresenting information about their roles and make
  improper recommendations about which franchises to buy

Also consider
Franchise
Fraud
Franchise
Fraud: Wake Up and Smell the Fine Print
Protect
Yourself From Franchise Fraud
How You Can Avoid
Being a Victim of Franchise Fraud
How Franchisors are Managing Franchisee Fraud

Checklist to Do Your Due Diligence

Due diligence includes the activities to identify any potential problems in
a certain franchise well before it’s too late to easily fix them. Questions
to get answered should include the following:

Could You Manage the Business Yourself?

Does the nature of the franchise’s activities match your skills and expertise?
Or would you need a business partner to help you? (A business partner would
likely want part ownership.)

Investigate if There’s Been Complaints

Contact the Better Business Bureau. Their services are free. Ask for any information
they can give you. Make sure it matches the franchisor’s Franchise Disclosure
Document (mentioned later on below).

Talk to Other Franchisees

For example, ask them: What do other franchisees say about the skills that
are needed to run the franchise? What are your actual costs compared to those
asserted by the franchisor? What is the quality of the support that you have
gotten from the franchisor? How strong is the franchise’s brand recognition?
What do you wish the franchisor would do even better?

Do Your Market Research

Do market
research to answer these questions: What is the best location for your franchise?
Is there strong likelihood of people wanting the franchise’s products and services
in your preferred location? What are the likely competitors? How could you compete
against them?

Thoroughly Examine the Franchisor’s FDD

Do a deep
drive into franchise’s Franchise
Disclosure Document (FDD) The franchisor must provide you a copy. The FDD
includes a great deal of useful information, for example about various startup
and ongoing costs for the franchisee, responsibilities of both parties, and
typical income and expenses of a new franchise business.

Thoroughly Examine the Franchisor’s Franchise Agreement

Ask for a copy of the Franchise
Agreement, which is the contract that you would sign to formalize your franchise
relationship. Have a lawyer closely examine the Agreement. (The next section
includes more advice about the Agreement.)

Pose Your Questions to the Franchisor

Interview
the franchisor and ask the hard questions that you’ve identified so far.
Record all of the conversations that you had with the franchisor. The following
articles suggest more questions that you should get answered and how to get
them answered.

Also consider
Due
Diligence Checklist for a Franchise
How
to Perform Meaningful Due Diligence When Investigating a New Franchise Opportunity
Doing
Your Due Diligence

Before Signing the Franchise
Agreement

Do not sign the Franchise Agreement until you have had it closely reviewed
by an attorney who has experience with franchise agreements. Also, be sure to
include all of the promises that the franchisor made to you during your discussions.

Also consider

10 Things About Franchise
Contracts- Part 1
The Franchise Agreement
(What to Expect Before Signing)
Completing
and Signing a Franchise Agreement: Things to be Clear on Before Making It Official
What
to Consider Before Signing a Franchise Agreement

---

FUNDING YOUR FRANCHISE

Draft a Business Plan

The benefits of a business plan are many. However, the most important benefits
now are that the plan will ensure that you have carefully planned your franchise
and that you have a strong case to get funding. Most lenders will want to see
a business plan, even for buying a franchise.

The Library’s topic All
About Business planning will guide you step-by-step through the process
of developing a business plan that is highly customized to your situation. The
topic will suggest that you use especially the growth type of business plan,
rather than a startup business plan, because the business model of your franchise
has already been proven.

How Much Money Do You Need?

Do a Business Budget

When computing how much money you will need, you should draft a business budget
at least for the first year of operations. (That budget might have already been
included in your business plan. The franchisor also might help with developing
the budget.) Overall, the one-year budget should include:

1. An estimate of the total of one-time and recurring costs (these are mentioned
   in the following paragraphs)
2. Minus whatever money that you can directly contribute, such as from personal
   savings, family and friends
3. The remaining total is what you need to raise from your business funding
   activities.

Also consider
Building
Your Franchise Budget

Fees to the Franchisor

The types of costs that a franchisee can incur include the following. (The
franchisor’s FDD document should specify the costs and how they are determined.)
They can include:

• One-time franchise or license non-refundable fee often between $50,000 to
  $500,000
• Ongoing royalty payments, usually monthly and based on a percentage of monthly
  revenues
• Ongoing advertising fees, usually a percentage of monthly revenues (the
  franchisor puts the money from the fees into a pool to do national, regional
  and local advertising)

Also consider
What
is a Franchise Fee?

Other Typical Startup Costs

• One-time facilities startup costs, including property and buildings to match
  the franchisor’s requirement
• License fees (usually annual) required in your state and municipality
• One-time professional fees, including for an attorney and accountant, ideally
  with experience in franchising
• One-time cost of your own marketing and development to promote a grand-opening
  to formally announce the start of operations and invite customers
• Ongoing costs of materials and supplies to develop and provide products
  and services
• Ongoing labor costs to recruit and train personnel

Sources of Funding for Franchises

It can often be easier to get funding to buy a franchise than it is to start
a new business from the ground up, because lenders can recognize the credibility
of the franchise and realize that it has already been operating as a viable
business. Therefore, the lenders believe there is more likelihood that they
will be paid back, than if the business is a new one. Options for the franchisee
to get money can include:

• Angel
  investors — These are wealthy individuals or groups who invest in startups
  to make a profit and/or to assist a business that is closely affiliated with
  their interests or causes.
• Bootstrapping —
  This means using your own personal sources of funds (savings, retirement funds,
  home equity line of credit, etc.). The more of your own money that you put
  in, the more inclined investors are to help you. Also, the less that you will
  have to borrow and pay back.
• Business
  partners — They can bring knowledge of the industry, but will likely
  require partial ownership in the business.
• Commercial
  bank loans — This depends on the quality of your business plan, credit
  history and available collateral.
• Credit
  unions — These are usually at a lower interest rate than commercial banks.
  You need to be a member of the credit union.
• Crowdfunding
  – This source includes a marketing campaign via social media that aims to
  raise small amounts of donated money from numerous individuals and organizations.
• Friends
  and family — This can be a quick source of small amounts of funds, but
  be sure to still do a formal agreement.
• Franchisor financing
  — This might include waiving the franchise fee, offering low-cost loans or
  partnering with other lenders to help you, as well as offering discounts on
  supplies.
• Microloans
  – These are small, short-term loans with a low-interest rate intended for
  small businesses.
• Small Business
  Administration (SBA) loans — This is useful especially if the franchise
  is already SBA-approved. It can be easier to get than a commercial loan, but
  the time to qualify and process a loan is typically longer than for a bank.

The 6 Best Financing
Options for Franchising a Business
How
to Get Financing to Buy a Franchise
Where
to Find Franchise Financing
How
to Buy a Franchise on a Limited Budget
How to
Start a Franchise with No Money

---

GENERAL RESOURCES

Franchise Organizations

American Association of Franchisees and Dealers
FranchiseHelp
Franchise Research Institute
Franchise Times publication

Franchise Laws

Federal
Franchise Rule
The
Franchise Registration States
What
Are the Franchise Laws?
What
is Franchising Law?

Sources of Franchises

SBA Approved Franchises
International Franchise Association
Franchise Registry
Franchise
Times
Franchises for Sale

Glossaries of Franchise Terms

Franchise
Glossary find more?
What
Are Common Franchise Terms?
Franchise
101: 10 Terms You Need to Know

---

Learn More in the Library’s Blogs Related to Starting a Business

In addition to the articles on this current page, also see the following blogs
that have posts related to Starting a Business. Scan down the blog’s page to
see various posts. Also see the section “Recent Blog Posts” in the
sidebar of the blog or click on “next” near the bottom of a post in
the blog. The blog also links to numerous free related resources.

Library’s
Business Planning Blog
Library’s
Building a Business Blog
Library’s
Consulting and Organizational Development Blog
Library’s
Leadership Blog
Library’s
Strategic Planning Blog
Library’s
Supervision Blog

---

For the Category of Entrepreneurship (For-Profit):

To round out your knowledge of this Library topic, you may
want to review some related topics, available from the link below.
Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been
selected for their relevance and highly practical nature.

Related Library Topics

Recommended Books

Buying a For-Profit Business

Sections of This Topic Include

Basics and Planning
Where to Find Opportunities to Buy a Business
Screening New Businesses to Buy
– – – Franchises?
– – – Multilevel Marketing Companies?
– – – Business
Incubators (new businesses that share facilities and other resources)
Evaluating the Business
Making the Deal
Tax Implications
Financing the Deal
Closing the Deal

Sources of Free Information and Materials

Also consider
Related Library Topics

Learn More in the Library’s Blogs Related to Starting a Business

In addition to the articles on this current page, also see the following blogs
that have posts related to Starting a Business. Scan down the blog’s page to
see various posts. Also see the section “Recent Blog Posts” in the
sidebar of the blog or click on “next” near the bottom of a post in
the blog. The blog also links to numerous free related resources.

Library’s
Business Planning Blog
Library’s Building a Business Blog
Library’s
Consulting and Organizational Development Blog
Library’s
Leadership Blog
Library’s
Strategic Planning Blog
Library’s Supervision Blog

---

Basics and Planning

For Some Personal Reflection

Don’t
Start It! Buy It!
Buying a Business
Buying
a Business or Its Assets
So You Think You Want to Buy a Business?

Basics of Planning

How to Buy
a Business
How to Purchase
an Existing Business
How to Buy
a Business

Do You Need Help?

Nine Questions to Ask Before Hiring a Business Broker
A listing
of brokers across the nation

Where to Find Opportunities to Buy a Business

Six
Places to Look (where to find opportunities for buy a business
BizQuest —
Sources of contacts to buy and sell businesses
Business Broker’s
Network – Businesses for Sale

Screening New Businesses to Buy

Basics

What
to Ask When You Call
6 Tips for Finding the Best Buyer for Your
Business

Franchises?

FTC’s
Franchise and Business Opportunity Page
Tips
for Buying a Franchise

Multi-Level Marketing Companies?

(This type of business includes selling through distributors.)

Evaluating the Business

valuation
rules of thumb
Growth
Through Acquisition
Choosing
an Appraiser
Evaluating a Franchise
How
Crisis Management Can Enhance the Due Diligence Process
Rethinking Valuation So You Don’t Miss a Good
Deal

Making the Deal

10 Things to Look for When Buying a Business
How
to Assemble a Team to Buy a Business

Tax Implications

Tax
Implications

Financing the Deal

Financing
by For-Profits

Closing the Deal

Getting
a Loan

---

Sources of Free Information and Materials

Deloitte & Touche’s extensive and well-organized
list of articles
American
Express’ list of articles
Resources
for For-Profits

---

For the Category of Entrepreneurship (For-Profit):

To round out your knowledge of this Library topic, you may
want to review some related topics, available from the link below.
Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been
selected for their relevance and highly practical nature.

Related Library Topics

Recommended Books

Basic Terms in Staffing of Employees

Sections of This Topic Include

Task
Job
Role
Work Measurement
Job Analysis
Job Description
Job Evaluation
Work Design and Job Design
Staffing Planning
General Resources

Also consider
Related Library Topics

---

Basic Terms in Staffing of Human Resources

Basic Terms in Staffing of Human Resources

Task

A task is a recurring activity, usually small in scope, that is required in
a job role, for example, complete a daily time card or operate an automobile.

Job

A job is a recurring set of similar tasks and responsibilities in order to
accomplish certain results in an organization.

Role

A role is a recurring activity, larger in scope than a task, that describes
the overall, recurring activities that a person does in an organization. Think
of a part that people play in the organization.

Work Measurement

From the Institute
for Management Services

Work measurement is the process of establishing the time that a given task
would take when performed by a qualified worker working at a defined level of
performance.

Job Analysis

From SHRM

Job analysis is the systematic study of a job to determine which
activities and responsibilities it includes, its relative importance to other
jobs, the personal qualifications necessary for performance of the job and the
conditions under which the work is performed. An important concept in job analysis
is that the job, not the person doing the job, is assessed, even though HR may
collect some job analysis data from incumbents.

From HR Guide to the
Internet

Job Analysis is a process to identify and determine in detail
the particular job duties and requirements and the relative importance of these
duties for a given job. Job Analysis is a process where judgments are made about
data collected on a job.
What is the difference between
job design and job analysis?
Job Analysis:
An Overview
Job Analysis and links

Job Description

A job description is a written document that describes the roles
and responsibilities in a job. There are various different formats of a job
descriptions including title of the job position, brief summary description,
minimum requirements to qualify for performing the job (minimum certifications
and years of experience), job duties and any restrictions in performance (must
be able to lift over 40 pounds).

The activities of a job analysis can suggest the activities needed
in a certain job. It can also suggest the roles and responsibilities in that
job. That, in turn, can generate a job description for that job. Job descriptions
are often referenced to know what to evaluate about an employee when completing
employee appraisals (evaluations).

Job Description
(Wikipedia overview)
How to
Design a New Job (how to create one)
Samples
of Job Descriptions (numerous samples)

Job Evaluation

A job evaluation is clarifying the focus, scope and depth of different jobs,
usually be comparing different, but similar, jobs to each other.

Work Design and Job Design

The Business
Dictionary defines work design as:

An arrangement in the workplace that has the objective of overcoming
employee alienation and job dissatisfaction that comes about from mechanical
and repetitive tasks in the workplace. Work design is used by organizations
to boost productivity by offering employees non- monetary rewards such as satisfaction
from a greater sense of personal achievement. Also called job design.

From Wikipedia

Job design (also referred to as work design or task design) is
a core function of human resource management and it is related to the specification
of contents, methods and relationship of jobs in order to satisfy technological
and organizational requirements as well as the social and personal requirements
of the job holder or the employee.

Work
Design
Work Design (Wikipedia)
Work Design
in an Organizational Context
Principles
of Good Work Design

Staffing Planning

The staffing plan specifies what positions, jobs and/or roles
will be needed by the organization, usually over the next year, along with how
they will be organized into the organization, including who they will report
to and how they will work together.
How to Know What
Positions and Jobs Are Needed

General Resources

Basics, Terms and
Definitions (and Misconceptions) About Management
Basic
Terms in Training and Development
Glossary
of HR Terms
Job,
Role, Competency and Skills Analysis

Also consider
Organizing
or Reorganizing an Organization and Its Employees
Organizational Structures and Design

---

Learn More in the Library’s Blogs Related to Human Resource Planning

In addition to the articles on this current page, see the following blogs which
have posts related to Human Resource Planning. Scan down the blog’s page to
see various posts. Also see the section “Recent Blog Posts” in the sidebar of
the blog or click on “next” near the bottom of a post in the blog.

Library’s
Human Resources Blog
Library’s
Leadership Blog
Library’s
Supervision Blog

---

For the Category of Human Resources:

To round out your knowledge of this Library topic, you may
want to review some related topics, available from the link below.
Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been
selected for their relevance and highly practical nature.

Related Library Topics

Recommended Books

Hiring Temporary Workers and Contingent Workers

Various Perspectives on Hiring Temporary Workers and Contingent Workers

Independent Contractors/Freelancers
As
Use of Temp Workers Increased, So Do Challenges for Employers
How to Hire Seasonal Employees

Learn More in the Library’s Blogs Related to Temporary Workers

In addition to the articles on this current page, see the following blogs which
have posts related to Temporary Workers. Scan down the blog’s page to see various
posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or
click on “next” near the bottom of a post in the blog.

Library’s Human Resources Blog
Library’s Leadership Blog

---

For the Category of Human Resources:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

Related Library Topics

Recommended Books

How to Do Succession Planning

Sections of This Topic Include

How to Do Successful Succession Planning

Additional Perspectives on Succession Planning

Also consider
Related Library Topics

Learn More in the Library’s Blogs Related to Succession Planning

In addition to the articles on this current page, see the following blogs which
have posts related to Succession Planning. Scan down the blog’s page to see
various posts. Also see the section “Recent Blog Posts” in the sidebar of the
blog or click on “next” near the bottom of a post in the blog.

Library’s Human
Resources Blog
Library’s Leadership Blog
Library’s Supervision
Blog

---

(Before reading this topic, be sure to read the definitions and various steps
in the staffing process
to notice where this topic fits in the overall process.)

© Copyright Carter McNamara,
MBA, PhD

How to Do Successful Succession Planning

Guidelines to Successful Succession Planning

(Various other phrases are used to refer to aspects of succession planning,
including succession management and transition management.)

Management is responsible to ensure that the organization continually has high-quality
operations and employees. One of the most important practices to meet this responsibility
is to conduct successful succession planning. Employees leave their jobs either
on a planned or unplanned basis. Unplanned termination may occur because of
sudden illnesses or death, or poor performance on the part of the employee.
Planned termination usually occurs because the employee is making a career or
life change.

Especially regarding managers in the workplace, demographic trends indicate
that there are not sufficient numbers of next-generation leaders to replace
retiring baby-boomers in organizations. Thus, succession management is an increasingly
important priority. Consider the following advice.

Basic Principles of Successful Succession Planning

• Do not wait until the employee will be leaving. Start planning now.
  
  Succession planning is a matter of strong practices in personnel management,
  not a matter of sudden crisis management. Start attending to those practices
  now.
• Focus on policies, procedures and practices, not on personalities.
  Succession planning is being able to effectively and promptly re-fill a role,
  not replacing a certain person. Be sure all key positions are defined well,
  and then look to find the best person to fill the position. Do not look for
  someone who is just like, or a lot different than, the previous employee.
• Succession planning is a responsibility of the management, not
  just the employee.
  The best succession planning results from 1) a working partnership between
  management and employees to accurately define the employee’s role and
  current priorities, and 2) the employee ensuring that management has the information
  and resources to refill the role.
• Succession planning should be in accordance with up-to-date personnel
  policies.
  Hiring of new employees must be in accordance with up-to-date personnel policies
  to ensure fair, equitable and legally compliant employment practices.
• Quality in managing succession is proportionate to the quality of
  the new employee.
  The best way for management to promptly convey expectations of high quality
  to a new employee is to convey that high-quality in how the employee was hired.
  The more thorough and careful that management does the succession, the more
  likely that the organization will get a new employee who successfully fills
  the position for the long-term.

Key Practices in Successful Succession of Managers

If the organization has already established strong practices in governance,
leadership and management, then succession planning often is a matter of using
current practices, rather than establishing many new ones. Key practices include
having:

• A strategic plan that clearly conveys the organization’s mission
  and current strategic priorities. Ideally, that plan also includes specific
  action plans that specify who is going to do what and by when in order to
  address each priority.
• Up-to-date and management-approved personnel policies about hiring, supervising
  and firing personnel in a fair and equitable manner that complies with employment
  laws.
• An up-to-date job description for each of the roles, and that explains
  the general duties and responsibilities of the positions.
• Suitable compensation for the roles (often this is a major challenge for
  new organizations because they often have very limited resources).
• An annual calendar of the role’s most important activities, for example,
  when the person in that role evaluates personnel, does any staffing analysis,
  updates job descriptions and participates in important committees.
• Regular reports from the person in the role. These reports should include
  the trends, highlights and issues regarding the person’s activities.
• Evaluation of the person on an annual basis, including in reference to
  the job description and any performance goals established for that role.
• Arrangements with the person when he or she goes on vacation so that others
  have an opportunity to effectively replace the employee if only for a temporary
  period of time.
• A complete list of major stakeholders – of people who have an interest
  in, or will be influenced by, the employee’s leaving and being replaced
  by someone else. Get a list, including contact information and also how each
  is approached and who does that, in case that information is needed when/if
  the employee leaves. This is true especially if the employee is a high-level
  executive. In that case, get a complete list of other stakeholders, for example,
  collaborators and suppliers.
• Fiscal policies and procedures to ensure strong oversight of finances,
  including that financial numbers are correct and tracked accurately, and also
  that there are sufficient funds to pay near-term expenses.
• At least annual discussions with key employees regarding succession planning,
  including how to manage effectively in the employee’s absence. (Be sensitive
  in raising this topic with the employee so that he or she is not overly concerned
  that executives somehow want a change now). This discussion can be an opportunity
  to hear about the employee’s career plans and desires, too.

Additional Perspectives on Succession Planning

Recommended Articles

Form a business succession plan in seven steps
Choose
Tomorrow’s Leaders Today – Succession Planning Grooms Firms for Success
Succession Plan
Succession Planning For Nonprofits: Building Leaderful Organizations
The Strategy of Succession Planning
Improving Leadership Transitions is Not Short-termism

Additional Articles

Learning’s
Place During CEO Transitions
When
Family Businesses Bungle Succession Planning
Succession
Planning
Choose Tomorrow�s Leaders Today
Succession
Stories: The Good, the Bad, and the Ugly
Succession Plan
Succession
Planning: Is It a Staffing Matter? No
Why Does Succession Planning Produce So Few Successors?
How to Ensure Your Business Succeeds You
Performance-Based Succession Planning
What to Do When Employees Resign
Succession Planning and Reflection- Who has the time?

Also consider
Transitioning
to CEO

Transition of Nonprofit Leaders

Although the links in the above section do not mention nonprofits,
their guidelines very likely apply to nonprofits, as well.

Transitioning to New CEO (detailed procedure)
Succession Planning for Nonprofits of All Sizes
resources
from Transition Guides
Succession Planning: Elephant in the Room
Succession
Planning: Is It a Staffing Matter? No
Building Leaderful Organizations: Succession Planning for Nonprofits
Leadership Development and Leadership Change

Also consider
Transitioning
to CEO

---

For the Category of Human Resources:

To round out your knowledge of this Library topic, you may
want to review some related topics, available from the link below.
Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been
selected for their relevance and highly practical nature.

Related Library Topics

Recommended Books

How to Screen Job Candidates (Interviewing, Background Checks)

Sections of This Topic Include

• How to Interview Job Candidates
• Top Three Things I Wish I knew About Background Screening
• Additional Information About Screening Job Candidates

Also consider
Related Library Topics

Learn More in the Library’s Blogs Related to Screening Job Candidates

In addition to the articles on this current page, see the following blogs which have posts related to Screening Job Candidates. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog.

• Library’s Human Resources Blog
• Library’s Leadership Blog

---

(Before reading this topic, be sure to read the definitions and various steps in the staffing process to notice where this topic fits in the overall process.)

How to Interview Job Candidates

© Copyright Carter McNamara, MBA, PhD

The thoroughness and professionalism you use to interview candidates can make a strong, positive impression on candidates. It also conveys to them that you expect the same from them if they are hired by your organization.

Preparation

1. Schedule interviews with all candidates that meet the minimum qualifications.
   Those qualifications were specified in the job description. This practice helps to make sure that you are not excluding candidates because of unfair biases.
2. When inviting them for an interview, also send them the job description.
   That ensures they have reasonable preparation for the interview. Also mention who will interview them.

Use Multiple Interviewers Per Interview

1. Consider having multiple people at the interview.
   Although this can be intimidating to the interviewee, this practice can ensure them a more objective and fair consideration for the job because several perspectives (among the interviewers) will be considered, rather than only one. Have the same interviewers in all of the interviews, if possible, to ensure that each candidate received equal treatment.

Questions to Pose During Interviews

When posing the following types of questions, always be courteous and respectful to the candidates. Do not share reactions between interviewers.

1. Do not rely on your memory – ask permission from the candidate for you to take notes. Be sure that you document the name of the candidate and the date on the notes.
2. While interviewing candidates, always apply the same questions to all candidates.
   That approach ensures the fair treatment and comparison of all candidates.
3. All questions should be primarily in regard to performing the duties of the job.
   Do not ask questions about the candidate’s race, nationality, age, gender, disabilities (current or previous), marital status, spouses, children and their care, criminal records or credit records. Asking those types of questions leaves you open to losing lawsuits that allege discrimination.
4. Ask open-ended questions and try to avoid questions answered with “yes” or “no.”
   Open-ended questions tend to generate more useful information and provide the opportunity for the interviewer to observe how well the candidate articulates answers to questions.
5. Consider asking some rather thought-provoking and challenging questions.
   Ask “What skills do you bring to this job?”, “What concerns do you have about filling this role?” and “What was your biggest challenge in a past job and how did you meet it?”
6. Talk for at most 25% of the time – listen for the rest.
   This often is a challenge for new interviewers who feel that silence is somehow to always be avoided. The more time that the interviewer talks, the less time to learn about the candidate.
7. If it is clear that the candidate is not suitable for the job, then “sell” the organization.
   If he/she does not meet the minimum qualifications, after all, or there are other stronger candidates, then use the time in the interview to enlighten the candidate about the positive attributes of the organization in case the candidate chooses to spread the word to others.

Administrative / Human Resource Questions

1. Ask the candidate about what he/she expects for compensation and benefits.
   Even though the job description might specify the pay ranges and benefits, the candidate might have strong preference for other provisions that suit his/her nature.
2. Find out when the candidate can start work, if offered the job.
   Allow him/her at least two weeks to get his/her affairs in order. Expecting a candidate to start sooner might convey to the candidate that the organization operates in a crisis mode, which can be very unattractive to good candidates.
3. Explain to the candidate when you will be getting back to the person.
   Then always do get back to each person soon regarding whether he/she got the job. If your first choice for candidate does not work out, you might have to resort to choosing the second-best candidate. He/she might not accept the job if offended that you did not get back to him/her.
4. Ask if you can get, and check, any references from the candidate’s previous jobs.
   Always contact at least three references that the candidate offers from his/her past work history. Share the results of these activities with the interviewers. If your programs involve direct services to children, adults and the elderly, then seriously consider conducting background checks on the most preferred candidates for the job.
5. Be sure to tell candidates of any relevant conditions from your personnel policies.
   For example, tell the candidate whether there is a probationary period for the job. (The best way to deal with a poor performer is not to hire him or her in the first place. It is often wise to have a probationary period of, for example, six months, wherein if the employee does not meet the responsibilities of the position, you can quickly terminate the employee.)

The Top Three Things I Wish I Knew About Background Screening

© Copyright Sheri Mazurek

A thorough examination of the topic of Human Resources (HR) would include multiple topics. Within those, one would find recruiting. Recruiting is an important topic to everyone in an organization, as the consequences of a bad hire can have a wide organizational effect. In an effort to mitigate the risk of a bad
hiring decision, companies can use multiple tools in their hiring strategy. One of those, background screening, can help identify if your candidate is included in the 56% of applicants that provide false information on their resume. Background screening will also help protect your company from multiple risks including negligent hiring, theft, and workplace violence. But are all background screens created equal?

During the past two years, I have developed a much stronger understanding of this tool. Below is a list of the top three things I wish I understood about background screening before I worked for the industry leading provider of this service.

1. Not all criminal background checks are created equal.

There is no one source for criminal information that will provide you with every record available. However, there are certainly ways to ensure that you are getting the most accurate, up to date and thorough information available. Jason Morris, President and Chief Operations Officer of EmployeeScreenIQ, identifies the following short cuts in his white paper, Best Practices in Employment Screening: using national or statewide searches in lieu of county research, or checking only the current county of residence. These types of searches may save you a few dollars on your background screen; however, the price of not running the more thorough search could be higher than all your other recruiting expenses combined. According to Morris, “an effective criminal program should always include physical research in each county in which the subject has lived, worked, or gone to school over the past seven to ten years.”

2. Fifty-Six percent of applicants falsify information on their application or resume.

While most experienced recruiters understand that applicants may inflate their resume, EmployeeScreenIQ finds discrepancies in resumes on important hiring factors. Those include dates of employment, education, experience, salary, and criminal history.

3. There is an increase in the use of diploma mills.

Nick Fishman of EmployeeScreenIQ defines a diploma mill as “an organization that sells academic degrees and diplomas with substandard or no academic study and without recognition by legitimate educational accrediting bodies. The buyer can then claim to hold the purchased degree and the organization makes a profit. Many of these fraudulent organizations claim accreditation by fake or unaccredited licensing bodies, creating another layer of supposed authenticity.” The number of these organizations has increased in recent years. Perhaps due to the increase in unemployment. Regardless of the reason, hiring someone with fake credentials can be very costly.

Additional Information About Screening Job Candidates

• Secrets to Screening Job Applicants
• What Makes a Great Pre-Employment Assessment?
• Behavioral Interviewing: Hire The Right Person for the Job
• The Top 7 Interviewing Mistakes: Are You Making Them?
• How Good an Interviewer Are You? Part 1
• How Good An Interviewer Are You? Part 2
• Staffing: 20 Great Interviewing Questions

Return to Staffing for the next step in the staffing process.

---

For the Category of Human Resources:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

• Related Library Topics
• Recommended Books

How to Retain Your Best Employees

Sections of This Topic Include

10 Ways to Encourage Your High Performer to Leave
Are You Concerned With Employee Retention?
Additional Perspectives on Retaining Employees

Also consider
Related Library Topics

Learn More in the Library’s Blogs Related to This Topic

In addition to the articles on this current page, also see the following blogs
that have posts related to this topic. Scan down the blog’s page to see various
posts. Also see the section “Recent Blog Posts” in the sidebar of
the blog or click on “next” near the bottom of a post in the blog.
The blog also links to numerous free related resources.

Library’s Human
Resources Blog
Library’s Leadership Blog
Library’s Supervision
Blog

---

(Before reading this topic, be sure to read the definitions and various steps
in the staffing process
to notice where this topic fits in the overall process.)

One of the most expensive labor costs is the replacement of employees. Fortunately,
there are many things a supervisor can do to increase the likelihood that good
employees will remain. The supervisor can ensure the employee understands the
job, is fully oriented and trained to do it, has suitable compensation, is effectively
led, has a job design that helps the employee to be motivated, shares useful
feedback, and supports the employee’s career development.

10 Ways to Encourage Your High Performer to Leave

© Copyright Sheri Mazurek

A recent survey, Mercer’s 2010 Attraction and Retention Survey (as cited
on clomedia.com) indicates that 27% of companies are planning to expand their
workforce, which is up from 12% in 2009. As more and more companies begin hiring
in higher numbers, the fear of losing high performing talent increases for many.
If you have that fear, please see the below list of things that will drive your
high performing employees to seek other opportunities.

1. Fail to provide them with development opportunities
2. Question everything they do
3. Micro manage their work
4. Fail to let them take ownership of their work
5. Fail to provide challenging work
6. Fail to address performance issues of others
7. Fail to provide them with performance feedback
8. Fail to consider their insight or fail to even ask
9. Ignore their suggestions
10. Fail to discuss their goals

Are You Concerned With Employee Retention?

© Copyright Sheri Mazurek

How concerned are you about employee retention? If you are a HR pro, you should
always be concerned about the retention of your high performing employees. And
if you have allowed the job market of the past two years to sway your focus
on this, then you might expect some trouble ahead. According to a recent survey
conducted by Kelton Research, The Cornerstone OnDemand “Employee Attitude
Survey”, you may not be alone.

The survey reveals a look at the perceptions employees currently have about
their workplace. If we were to use the survey as a scorecard, then we would
see that many organizations are failing in some very critical retention areas.
Using the familiar grading scale of where a 70% get you a C, let’s take
a look at the areas with a failing grade.
GRADE

Surveys Says About Showing Appreciation:

• 54% say their colleagues show them appreciation
• Only 30% say their managers; 16% say executives
• Grade F

Receiving Feedback on Performance?

• 58% say NO
• 71% say “they haven’t gotten any reaction from their supervisors
  in the last six months.”
• F

Establish Career Goals with Employees?

• 82% say during the past six months that they haven’t
• F

Show alignment with company goals and objectives?

• 53% say they don’t have a clear understanding of how their role fits
  within the organization
• F

Additional Perspectives on Retaining Employees

Motivating and Retaining the Best Employees
Retaining Employees in a Competitive Work
10
Ways to Encourage Your High Performers to Leave
Are
you concerned with employee retention?
How to Keep Your Star Performers in Trying Times
What It Takes to Be a Great Employer
Development as a Retention Tool
“Fracking” Your Organization
Employee Turnover: Why People Quit Their Jobs
Employee Retention:5 Key Management Practices
25 Ways to Develop Your Stars and Keep Them!
Talent Management: Leverage Your Top Talent Before You Lose them
Is Employee Turnover Costing You? You Bet It Is!
Employee Turnover: Can We Predict Who Is About to Quit?

Also see How
to Reward Performance

Return to Staffing
for the next step in the staffing process.

---

For the Category of Human Resources:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

Related Library Topics

Recommended Books

How to Find and Recruit the Best Job Candidates

Sections of This Topic Include

General Information About Recruiting Job Candidates
Advertising
for Job Candidates
Online Recruiting

Also consider
Related Library Topics

Learn More in the Library’s Blogs Related to Recruiting Job Candidates

In addition to the articles on this current page, also see the following blogs
that have posts related to Recruiting Job Candidates. Scan down the blog’s page
to see various posts. Also see the section “Recent Blog Posts” in
the sidebar of the blog or click on “next” near the bottom of a post
in the blog. The blog also links to numerous free related resources.

Library’s
Human Resources Blog
Library’s
Leadership Blog
Library’s Supervision Blog

---

General Information About Recruiting Job Candidates

Dr.
John Sullivan’s List of Articles
Top 10 Employment Recruitment Mistakes
Recruiting outside the family — The Denver Business
Journal — 1997-01-20

Monthly
Tips for Recruiting Employees
Recruiting Employees
Job Analysis & Design, Recruitment, Selection,
Outsourcing

Online Recruiting

Electronic
Recruiting News: Daily News For Recruiters (general information)
You Need to Recruit Online

5 More Ways to Recruit Employees Online
9 Tips for Online Recruiting
25 Online Recruiting Tools and Strategies Making it Cheaper and Faster to Recruit

Thanks to “L0K8” at mitrl@tdl.com for the following URLs:
Top 100 Industry Enablers
Online recruiting streamlines search
http://www.recruiting-links.com/

http://www.therecruitersbible.com/
Online recruiting can be inexpensive, but is it effective?
http://www.staffsol.com/

 

Return to Staffing
for the next step in the staffing process.

 

---

For the Category of Human Resources:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

Related Library Topics

Recommended Books

How to Know What Positions and Jobs Are Needed (Workforce Planning, Human Resource Planning)

Sections of This Topic Include

• Basic Guidelines to Develop a Staffing Plan
• Additional Perspectives on Personnel Planning

Also consider
Related Library Topics

---

(Before reading this topic, be sure to read the definitions and various steps in the staffing process to notice where this topic fits in the overall process.)

Basic Guidelines to Develop a Staffing Plan

© Copyright Carter McNamara, MBA, PhD

First, Some General Principles About Staffing Planning

The staffing plan specifies what positions, jobs and/or roles will be needed by the organization, usually over the next year, along with how they will be organized into the organization, including who they will report to and how they will work together.

When developing a plan, whether it’s a staffing plan or a strategic plan or a business plan, the process of the planning is as important — if not more important — than the plan (document) itself. So don’t undervalue the process to develop the plan. You will likely learn as lot as you develop it.

If yours is a new or small company and you don’t have much experience in workforce planning, then consider getting help from experts in human resources. You might need only a few hours of consultation.

But before you get help, realize that you probably already know a lot that could be put in the first draft of the plan. You — or with a small team — write down what you think for the first draft of the plan, consider getting input from others with credible feedback, adjust the drafted plan, start to implement it — and then change it as you go along. Don’t worry about getting it perfect.

Finally, don’t go into great detail about each of the positions, jobs and/or roles for now. You can go into more detail in the next step of staffing, How to Design a New Job — a New Position or Role.

Formal Means to Identify Staffing Needs and a Staffing Plan

Personnel planning (also referred to as workforce planning or human resources planning) is made much easier if the organization has been conducting some form of strategic or business planning about the overall organization. Good plans should result in action plans that specify who will be doing what and by when in order to achieve the overall goals in the plans.

The nature of those actions often suggests the types of expertise (or personnel) needed to do the actions in a timely manner. Those needs in personnel usually result in staffing plans that specify what jobs or roles are needed and by when.

Do not be discouraged if your organization does not have a formal, written strategic or business plan (although if you don’t, you should aim to do written plans soon) It’s very likely that much of the information, that would be in those plans, is already in the minds of the leaders in the organization. In that case, use that information to begin to draft a staffing plan.

The process is usually in the following order. (The extent to which the steps are done depends on how many resources the organization has for extensive, formal planning. For example, large, well-established organizations would integrate other activities than those listed below, such as analysis of demographic trends, forecasts of retirements of current personnel, and succession planning.) The following steps are to help the reader begin to think strategically about staffing needs.

1. The strategic plan specifies strategic goals and strategies or objectives to achieve each goal. (Smaller organizations often do not include strategies, and focus instead on objectives for each goal.)

2. The strategic plan produces an action plan (or operational plan) that specifies actions or tasks must be done in order to implement each strategy and/or achieve each objective. Ideally, the action plan list the resources needed to address the strategy or objective. These resources include, for example, funding, facilities and expertise (people).

3. A staffing plan is created by grouping similar types of expertise and tasks. Those similarities often are grouped into various jobs or positions. This phase is sometimes referred to as the job analysis. (Note that anyone who’s ever worked in an established organization already has some sense of various different types of activities, or jobs, and how they might be grouped together — so they probably already know more than they realize about this stage of workforce planning.)

You can learn more about staffing planning by reviewing some of the resources in the section Additional Perspectives on Personnel Planning below.

Informal Means to Identify Staffing Needs

Frankly, most personnel planning, especially in small- to medium-sized organizations, is probably done on an informal basis. Often, managers realize the need for a new organizational role when employees continue to report being short-handed and mention that the certain tasks are not being done. This issue can point to the need for new positions. (This issue can also point to other causes, for example, inadequate supervision or training.)

Below, are some sample staffing plans. You’ll see that there are a variety of formats.

• Sample Staffing Plan
• Sample Staffing Plan

Return to Staffing for the next step in the staffing process.

Additional Perspectives on Personnel Planning (Workforce Planning, Human Resources Planning)

• Basics, Terms and Definitions (and Misconceptions) About Management
  
• Basic Terms in Training and Development
  
• Glossary of HR Terms
  
• Job, Role, Competency and Skills Analysis
• Job Analysis: An Overview
• Job Analysis and links
• Social Side of Business Planning
• Human Resource Planning — An Introduction
• Employee Planning, Recruiting, Selecting, Staffing and Hiring
• Succession Planning

---

Learn More in the Library’s Blogs Related to Human Resource Planning

In addition to the articles on this current page, see the following blogs which have posts related to Human Resource Planning. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog.

• Library’s Human Resources Blog
• Library’s Leadership Blog
• Library’s Supervision Blog

---

For the Category of Human Resources:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

• Related Library Topics
• Recommended Books