Winning the Talent Shift
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Оглавление
Berta Aldrich. Winning the Talent Shift
Table of Contents
Guide
Pages
Winning the TALENT SHIFT. Three Steps to Unleashing the New High Performance Workplace
Foreword
Acknowledgments
1 What We're Missing
Roles for Leaders at the Top to Make the Shift
Comparing Right-Balanced and Off-Balance Teams
Notes
2 Confronting Corporate Reality
Confronting Reality
The Solution: Shifting to a High-Performing Workplace
Notes
3 The Barriers That Hold Back High Performers and Women
Where the Shift Must Begin
Barrier 1: Pervasive Aggression/Micro-Inequities
Barrier 2: Workplace Targeting and Bullying
Barrier 3: Workplace Abuse
The Devastating Results of Workplace Abuse
Removing the Barriers That Impede High Performance
Notes
4 Removing Pervasive Aggression and Inequity Tactics from Your Organization
What Do Micro-Inequities Look Like?
What Women and High Performers Can Do
What High-Performing Leaders Can Do
What High-Performing Organizations Can Do
Reinforce Positive High-Performing Behaviors
Notes
5 Removing Bad Bosses Who Under-Promote Women and High Performers
The Miserable Boss
The Powerless Boss
The New Boss
The Absent Boss
The Incompetent Boss
The Power Seat Boss
The Unethical Boss
When a Low-Performing Culture Sets the Tone for Bosses
What Women and High Performers Can Do
What Leaders Can Do
What Organizations Can Do
Notes
6 Removing the Promotion Dysfunction
What Women and High Performers Can Do
What Leaders Can Do
What Organizations Can Do
Notes
7 Removing Bullying from the Workplace
Discrediting
The Lying Peer
Dropping the Seed
What Women and High Performers Can Do
What Leaders Can Do
What Organizations Can Do
8 Removing Bullies in the Workplace: The Narcissist
Narcissists 101
What Women and High Performers Can Do
What Leaders Can Do
What Organizations Can Do
Note
9 Removing Bullies in the Workplace: The Politician
What Women and High Performers Can Do
What Leaders Can Do
What Organizations Can Do
10 Removing Bullies in the Workplace: Baiters
Baiting in Your Organization
What Women and High Performers Can Do
What Leaders Can Do
What Companies Can Do
11 Removing Illegal Tactics and Abuse in the Workplace
Why Abuse Happens in the Workplace
Employee Agreements Perpetuate Ongoing Abuse
Illegal Tactics Used in the Workplace
Setting You Up for Failure
The Poor Performance Review
Eliminating Your Position
What Women and High Performers Can Do
What Leaders Can Do
What Organizations Can Do
12 How to Make the Shift
S – Start with Balance at the Top
Creating Integrated Expectations
The Answer?
H – HR's New Role in the High-Performing Company
Notes
13 Identifying High Performers and High Potentials
Selecting the Right High-Performing Leaders
Remove Low-Performing, Imposter Traits
How Promotions Work Today
HR Evaluations Provide a Consistent Measurement
The Case for Data-Driven High-Performing Companies
Qualitative and Quantitative Methods for Leadership Selection
The Individual Dashboard
Qualitative Measures
Quantitative Measures
Progress and Results
Personal Leadership Dashboard Template
Notes
14 Focus on a Five-Year Plan
Selecting the Right Strategy and Plan for Your Organization
F – Focus on a Five-Year Plan
15 Track and Communicate Your Success
Make the Shift
Appendix: Resources. Taking Legal Action
Reporting to the EEOC
Nonprofit Support
Websites
All Voices
Bravely
Elected Officials
Equal Employment Opportunity Commission
Fair Employment Practices Agencies
Safety @ Work
Society for Human Resource Management
StopIt
Bibliography
Index
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Отрывок из книги
BERTA ALDRICH
Dedicated toMike, Aaron & Lauren
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Today's companies are in a war for talent, seeking to hire women and high performers who provide exponential performance impact in today's hypercompetitive global marketplace. Unfortunately, most executives and HR departments don't realize that many of the talented individuals who can maximize high performance in organizations – women, top performers, and inspiring leaders – are under siege in corporate America. The statistics for workplace bullying alone are staggering, with their direct or indirect impact extending to nearly 75% of the workplace. Turnover among female employees at some companies is as high as 27%, more than double the rate of 11% among men, even though record numbers of women are graduating from college and entering the workforce.1 To date, the solution offered to tormented and derailed high performers and women is little more than encouragement to stay in a corporate game that is often rigged by the design of toxic leaders who aim to eliminate or sabotage the high performers who threaten their turf. The result? Companies are failing the very employees they are responsible to lead, losing the war for talent, compromising their bottom line, and degrading their brands.
A majority of companies today have failed to identify the reason for this war for talent in their organization and are weaker because of it. The root cause? The unidentified war on talent is inhibiting companies who want to win the war for talent. There is a better way.
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