Winning the Talent Shift

Winning the Talent Shift
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The global marketplace  has changed, and companies have found themselves struggling to hire and retain high-performing talent.  Winning the Talent Shift  explains how companies can overcome the three main barriers to their success and unlock the potential in today’s new workplace.    Wi nning the Talent Shift: Three Steps to Unleashing the New High Performance Workplace  envisions a world where companies are fully equipped to exceed the challenges posed by the new global marketplace. Celebrated author, consultant, and executive Berta Aldrich argues if companies want to achieve future success, they must redesign their talent strategy using three important steps proven to increase revenues, engage teams and leaders, and set companies on the path to industry leadership.  Winning the Talent  Shift  leverages the latest empirical research, experiences from over 1,000 team members and executives, and leadership classes that have spanned the globe to candidly reveal actionable solutions to what is holding most companies back from high performance.  Winning the Talent  Shift  will show how companies can:  Retain their high performers who produce 2-500% more than an average employee but are more likely to leave today’s organizations Select and retain the new, high performing leader. According to Gallup, great leadership is the #1 determinant of company success, but less than 25% of today’s leaders are considered great Identify and develop women and people of color who can be exceptional leaders. Only 1 in 5 women hold C-suite roles today Perfect for boards, C-suite, and aspiring male and female high performers,  Winning the Talent Shift  bravely shows how to recognize barriers, replace them with high performance attributes, and redesign the workplace to create the potential for sustainable growth and industry leadership for years to come.

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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BERTA ALDRICH

Dedicated toMike, Aaron & Lauren

.....

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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