| Foreword |
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xiii | |
| Authors |
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xv | |
| Introduction |
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xix | |
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Chapter 1 Real Risk Management |
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1 | (26) |
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23 | (4) |
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Chapter 2 Ten Families of Risk |
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27 | (20) |
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31 | (1) |
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31 | (3) |
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34 | (1) |
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34 | (1) |
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35 | (1) |
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35 | (1) |
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36 | (1) |
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36 | (2) |
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38 | (1) |
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38 | (3) |
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41 | (1) |
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41 | (1) |
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42 | (1) |
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42 | (1) |
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42 | (1) |
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42 | (1) |
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43 | (1) |
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Financial and Reputational Risks |
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43 | (2) |
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45 | (1) |
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45 | (1) |
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45 | (2) |
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Chapter 3 Five Concurrent Themes for Success |
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47 | (20) |
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50 | (1) |
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What's the Risk Involved in This Activity, and How Can I Best Manage It? |
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50 | (1) |
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51 | (1) |
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What's Our Organizational System (i.e., Control Measures, Policies, Procedures, Processes, Rules, Checklists, and Protocols), and How Can I Best Assure Its Implementation? |
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51 | (4) |
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55 | (1) |
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Is There a Customer Service Component Here, and, if so, How Can I Maximize It on This Activity? |
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55 | (4) |
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59 | (1) |
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Who's Accountable for What on This Specific Activity? |
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59 | (4) |
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63 | (1) |
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What Are the Issues of Integrity Involved in This Specific Activity? |
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63 | (1) |
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64 | (3) |
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Chapter 4 Organizational Risk Management |
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67 | (26) |
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70 | (1) |
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70 | (5) |
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75 | (1) |
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75 | (2) |
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77 | (1) |
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77 | (3) |
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80 | (1) |
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80 | (1) |
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81 | (1) |
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81 | (1) |
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81 | (8) |
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89 | (1) |
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89 | (1) |
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89 | (1) |
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89 | (1) |
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90 | (3) |
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Chapter 5 Comprehensive Background Investigations |
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93 | (18) |
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100 | (1) |
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Understand the Purpose and Importance of Good Background Investigations |
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100 | (2) |
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102 | (1) |
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Establish a Policy (System) Regarding Background Investigations |
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102 | (1) |
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103 | (1) |
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Select People Who Have the Knowledge, Skill, Ability, and Desire to Conduct Background Investigations |
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103 | (1) |
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104 | (1) |
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The Process (System) Shouldn't Be a Secret |
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104 | (1) |
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104 | (1) |
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Take the Time to Do the Job Right |
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104 | (1) |
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105 | (1) |
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Utilize All Available Resources, and Don't Worry about the Cost |
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105 | (1) |
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106 | (1) |
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Remember the Importance of Accuracy |
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106 | (1) |
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106 | (1) |
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Always Proofread Your Documentation |
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106 | (1) |
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107 | (1) |
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Supervisory Review Is Essential |
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107 | (1) |
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107 | (1) |
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Learn from Your Experiences |
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107 | (1) |
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108 | (3) |
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Chapter 6 Meaningful Performance Evaluations |
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111 | (26) |
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117 | (1) |
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Understand the Purpose of Employee Evaluations |
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117 | (1) |
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118 | (1) |
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Implement a Policy (System) Regarding Evaluations |
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118 | (1) |
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119 | (1) |
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Select People to Be Supervisors Who Are Capable of Being Honest with Employees |
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119 | (1) |
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120 | (1) |
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The Process (System) Shouldn't Be a Secret |
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120 | (1) |
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120 | (1) |
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Before You Put Pencil to Paper (or Fingers on a Keyboard), Think |
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120 | (1) |
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121 | (1) |
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Be Specific during the Evaluation Process |
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121 | (1) |
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121 | (1) |
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Remember the Importance of Accuracy |
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121 | (1) |
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122 | (1) |
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Always Proofread Your Documentation |
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122 | (1) |
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122 | (1) |
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If You're Right, Don't Change It |
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122 | (1) |
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123 | (1) |
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Learn from and Share Your Experiences |
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123 | (1) |
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123 | (2) |
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Chapter 7 Supervisory Performance |
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125 | (7) |
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132 | (1) |
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How Do You Select Your Supervisory Team? |
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132 | (1) |
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132 | (1) |
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Some Initial Training Considerations |
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132 | (1) |
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133 | (1) |
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Some Ongoing Training Considerations |
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133 | (1) |
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133 | (1) |
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Clearly Define Your Expectations of Performance |
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133 | (1) |
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133 | (1) |
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Share with Your Managerial and Supervisory Teams the Problems Caused by a Lack of System Implementation and System Enforcement |
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133 | (1) |
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134 | (1) |
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Hey Boss! Back up Your Supervisors When They Make the Tough Calls |
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134 | (1) |
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134 | (1) |
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You Must Have a Feedback Loop to Ensure What You Say You're Doing Is in Fact Being Done |
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134 | (1) |
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134 | (1) |
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Give Your People the Credit for What They Have Done |
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134 | (1) |
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134 | (1) |
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Constantly Be Looking for the Next Best Way |
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134 | (1) |
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135 | (1) |
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A Thought from Ross Swope |
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135 | (1) |
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135 | (2) |
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Chapter 8 Employee Discipline |
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137 | (18) |
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142 | (1) |
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Understand the Importance of Organizational Discipline |
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142 | (1) |
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143 | (1) |
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Develop Good Organizational Policies and Procedures (Systems) |
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143 | (2) |
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145 | (1) |
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Make Sure That People Know the Policies (Systems) and Your Performance Expectations |
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145 | (1) |
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146 | (1) |
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Make Sure Supervisors Are Behaving Like Supervisors |
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146 | (2) |
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148 | (1) |
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When Rules (Systems) Aren't Followed, Someone Needs to Act |
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148 | (1) |
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149 | (1) |
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Take the Time to Think It Through, and Keep It Private |
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149 | (2) |
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151 | (1) |
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Be Specific When Talking to the Involved Employee |
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151 | (1) |
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152 | (1) |
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Keep It Professional, Fair, and Balanced |
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152 | (1) |
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152 | (1) |
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Documentation Is Essential |
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152 | (1) |
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153 | (1) |
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Get on with Life and Your Organization's Mission |
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153 | (1) |
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153 | (2) |
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Chapter 9 Job-Based Harassment |
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155 | (14) |
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160 | (1) |
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Ensure You Have a Comprehensive Policy (System) That's Organizational Specific, Properly Derived, and Regularly Reviewed by Your Competent Counsel to Be in Compliance with This Rapidly Changing Area of State and Federal Law |
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160 | (1) |
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161 | (1) |
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161 | (1) |
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162 | (1) |
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Make Sure Your Employees Have a One-Hundred Percent Knowledge Level Verification of Your Organization's Harassment Policy |
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162 | (1) |
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162 | (1) |
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162 | (1) |
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163 | (1) |
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Remember the Principles of Risk Management |
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163 | (1) |
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164 | (1) |
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Discourage Managers and Supervisors from Dating Subordinates |
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164 | (1) |
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164 | (1) |
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Ensure You Have a Program for the Prompt, Fair, and Impartial Investigation of All Complaints |
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164 | (1) |
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164 | (1) |
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Forget the Welcome versus Unwelcome Analysis |
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164 | (1) |
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165 | (1) |
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There's a Definite Link between the Way Your Organization Treats Its Employees, the Way Your Employees Treat Each Other, and the Way Your Employees Treat Customers |
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165 | (1) |
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165 | (1) |
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Most Things That Go Wrong in Life Are Highly Predictable |
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165 | (1) |
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166 | (3) |
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Chapter 10 Ethical Decision Making |
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169 | (14) |
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175 | (1) |
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Identify and Clarify the Issue |
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175 | (1) |
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176 | (1) |
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Is There Discretionary Time or Not? |
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176 | (1) |
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176 | (1) |
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Am I Able to Address This Issue? |
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176 | (1) |
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176 | (1) |
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What's Our Current Policy (System) Regarding the Involved Activity, and What Does Our Manual Say about It? |
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176 | (1) |
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177 | (1) |
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What's Our Past Practice Regarding This Issue? |
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177 | (1) |
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177 | (1) |
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Is It the Right Thing to Do Under the Circumstances? What Are the Ethical Considerations? |
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177 | (1) |
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178 | (1) |
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What Are the Potential Consequences of My Decision? |
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178 | (1) |
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179 | (1) |
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Act! And if the Activity Involves Preservation of Life or Property, Act Quickly |
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179 | (1) |
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179 | (1) |
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Document as Necessary (the Lawyer in Me) |
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179 | (1) |
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179 | (1) |
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Learn from and Share Your Experiences (the Risk Manager in Me) |
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179 | (1) |
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180 | (3) |
| Conclusion: Signing Off from Gordon Graham |
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183 | (14) |
| Addendum |
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197 | (14) |
| Gordon Graham's Recommended Reading List |
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211 | (4) |
| Index |
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215 | |
