Managing Engineers and Technical Employees
How to Attract, Motivate and Retain Excellent People
Published on 1. April 1996
Book
Hardback
260 pages
978-0-89006-786-4 (ISBN)
Description
Addresses the special opportunities, challenges and problems that come with managing a technical staff. The book provides advice on how to line up a winning team of technical personnel, eliminate ineffective performance and avoid costly employee turnover.
More details
Series
Language
English
Place of publication
Norwood
United States
Target group
Professional and scholarly
Illustrations
illustrations
Dimensions
Height: 152 mm
Width: 229 mm
ISBN-13
978-0-89006-786-4 (9780890067864)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Person
Doug Soat is a consulting psychologist in Janesville, WI. He earned his M.B.A. in management from the University of Whitewater in Wisconsin and his M.S. in clinical psychology and his Ph.D. in educational psychology from Marquette University.
Content
Recruiting: Introduction. Key Factors that Attract and Aid the Recruiting of Outstanding Technical People. Resources and Techniques which Aid Effective Recruiting. Summary. Selection Standards: Introduction. Matching the Individual with the Job, the Supervisor, and the Culture. Some Instruments that Can Aid the Matching Process. Summary. Effective Interviewing: Planning. Conducting the Interview. Interpretation of Interview Information. Comparing Candidates and Making an Offer. Some Concluding Comments. Summary. The Use of Selection Devices Other than Interviewing: Introduction. Tests. Work Samples. Reference Checks. Assessment Centers. Summary. Key Selection Criteria for Technical Employees: Introduction. Background Information Relevant to the Case Study. Key Selection Criteria for the Product Design Engineer Position. Sample Interview Questions for the Product Design Engineer Position. Summary. One-on-One Development: Can People Change? Key Role of the Manager of Technical Employees. Technical Employee Manager as Counselor. Technical Employee Manager as Coach. Skill Development Teams. Using Co-Worker Feedback in Individualized Development. Summary. In-House Training: Introduction. How Adults Learn. Multiple-Source Training Needs. Training that Really Works. Evaluating Training Effectiveness. Types of In-House Training. Summary. Other Means for Developing Technical Employees: Introduction. Outside Courses. Formal Reading Programs. Career Development. Succession Planning. Team Building. Summary. Two Critical Motivators: Introduction. Setting Challenging, but Realistic Expectations. Demonstrating True Concern for People. Summary. Other Key Motivators: Introduction. Providing Interesting, Intellectually Stimulating Work. Giving Appropriate Feedback. Rewarding Top Performance. Eliminating Poor Performance. Using People's Talents. Building a True 'Team.' Listening and Dealing with Problems. Communicating Thoroughly, Candidly, and Promptly. Allowing Considerable Autonomy. Summary. Minimizing Turnover: Following the Suggestions Previously Mentioned. Treating People with Respect. Summary. Putting it All Together: Introduction. Recruiting Outstanding Employees. Selecting Excellent People. Developing Outstanding Employees. Motivating Outstanding Employees. Retaining Excellent Employees. Suggested Actions for Technical Managers. Summary.