Screen LibraryThe alliance : managing talent in the networked age /
"Introducing the new, realistic loyalty pact between employer and employee The employer-employee relationship is broken, and managers face a seemingly impossible dilemma: the old model of guaranteed long-term employment no longer works in a business environment defined by continuous change, but...
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| Group Author: | ; |
| Published: |
Harvard Business Review Press,
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| Publisher Address: | Boston, Massachusetts : |
| Publication Dates: | [2014] |
| Literature type: | Book |
| Language: | English |
| Subjects: | |
| Summary: |
"Introducing the new, realistic loyalty pact between employer and employee The employer-employee relationship is broken, and managers face a seemingly impossible dilemma: the old model of guaranteed long-term employment no longer works in a business environment defined by continuous change, but neither does a system in which every employee acts like a free agent. The solution? Stop thinking of employees as either family or free agents. Think of them instead as allies. As a manager you want your employees to help transform the company for the future. And your employees want the firm to help transform their careers for the long term. But this win-win scenario will only happen if both sides trust each other enough to commit to mutual investment and mutual benefit. Sadly, trust in the business world is hovering at an all-time low. We can rebuild that lost trust with straight talk that recognizes the realities of the modern economy. So, paradoxically, the alliance begins with managers acknowledging that great employees might leave the company, and with employees being honest about their own career aspirations. By putting this new alliance at the heart of your talent management strategy, you'll not only bring back trust, you'll be able to recruit and retain the entrepreneurial individuals you need to adapt to a fast-changing world. These individuals-flexible, creative, and with a bias toward action-thrive when they're on a specific "tour of duty"-when they have a mission that's mutually beneficial to employee and company that can be completed in a realistic period of time. Coauthored by the founder of LinkedIn, this bold but practical guide for managers and executives will give you the tools you need to recruit, manage, and retain the kind of employees who will make your company thrive in today's world of constant innovation and fast-paced change. "-- "For most of the 20th century, the relationship between employers and employees in the developed world was all about stability and lifetime loyalty. That has recently changed, giving way to a transactional, laissez-faire approach that serves neither party well. A new arrangement is needed, the authors argue--one built on alliance (usually temporary) and reciprocity. The high-tech start-up community of Silicon Valley is pointing the way--and companies that wish to be similarly agile and entrepreneurial can learn valuable lessons from its example. Under the new compact, both employer and employee seek to add value to each other. Employees invest in the company's adaptability; the company invests in employees' employability. Hoffman (a cofounder of LinkedIn), Casnocha (a technology entrepreneur), and Yeh (an entrepreneur and angel investor) outline three simple, straightforward ways in which companies can make the new compact tangible and workable. These are (1) hiring employees for explicit "tours of duty," (2) encouraging, even subsidizing, employees' efforts to build networks outside the organization, and (3) establishing active alumni networks that will enable career-long relationships with employees after they've moved on. In the war for talent, such a compact can be a secret weapon that helps you fill your ranks with the creative, adaptive superstars who fuel entrepreneurial success"-- |
| Carrier Form: | ix, 193 pages : illustrations ; 22 cm |
| Bibliography: | Includes bibliographical references (pages 173-176) and index. |
| ISBN: |
9781625275776 (hardcover : acid-free paper) : 1625275773 (hardcover : acid-free paper) |
| Index Number: | HD58 |
| CLC: | C933 |
| Call Number: | C933/H711 |
| Contents: | 1. Employment in the networked age : The alliance ; Moving from family to team ; Getting value from entrepreneurial talent ; Having the courage to lead honest conversations -- 2. Tours of duty : Building trust through honest conversations ; Different types of tours ; Blending tours of duty ; A broadly applicable framework ; Longer-term alliances ; Walking the walk: how LinkedIn uses tours of duty -- 3. Building alignment in a tour of duty : Alignment for the different types of tours ; Walking the walk: how LinkedIn builds alignment ; Having the conversation: advice for managers -- 4. Implementing transformational tours of duty : Start the conversation and define the mission ; Set up a system of regular checkpoints for both sides to exchange feedback with each other ; Before the tour of duty draws to a close, begin defining the next tour of duty ; Managing for the unexpected when there's a change in the middle of a tour ; Having the conversation: advice for managers -- 5. Employee network intelligence : Network intelligence generates hidden data, serendipity, and opportunity -- 6. Implementing network intelligence programs : Recruit connected people ; Teach employees how to mine intelligence from their networks via conversation and social media ; Roll out programs and policies that help employees build their individual networks ; Have employees share what they learn with the company ; Walking the walk: how LinkedIn uses network intelligence ; Having the conversation: advice for managers -- 7. Corporate alumni networks : It's all about the ROI ; Four reasons to invest in an alumni network ; Three levels of investment in alumni networks ; Walking the walk: the LinkedIn corporate alumni network -- 8. Implementing an alumni network : Decide who you want to include in your alumni network ; Explicitly define the expectations and benefits of the relationship ; Establish a comprehensive exit process ; Build links between current employees and alumni ; Having the conversation: advice for managers -- Appendixes : A. Sample statement of alliance ; B. Mission alignment exercise: people we admire ; C. Getting started at your company. |