- Tapa dura: 224 páginas
- Editor: Harvard Business Review Press (8 de julio de 2014)
- Idioma: Inglés
- ISBN-10: 1625275773
- ISBN-13: 978-1625275776
- Valoración media de los clientes: 1 opinión de cliente
- Clasificación en los más vendidos de Amazon: nº38.141 en Libros en idiomas extranjeros (Ver el Top 100 en Libros en idiomas extranjeros)
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The Alliance: Managing Talent in the Networked Age (Inglés) Tapa dura – 8 jul 2014
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Descripción del producto
"Recommended Reading: 10 Books on Creative Leadership" -- Forbes Business Insider's list of business books every professional should read before turning 30 "The Alliance shaped career conversations in a way that was way more visible and healthy than I'd ever seen done." -- Pat Wadors, Head of HR for LinkedIn; as seen in Business Insider "... an insightful look at the new employer-employee relationship (especially for those of us on-boarding Gen Y and soon Millennials). -- Ken Tencer, CEO of Spyder Works Inc., Globe and Mail "This book will force you to see the future, it will show you new models of work, and it has the eminence and perspective to make your entire team think... an important new book which is well worth a read." -- Forbes "an essential handbook for dealing with the challenges of managing an ever more connected, ever more mobile workforce." -- Barnes & Noble "In a provocative new book, the father of social networks reveals a startling new way to reframe the relationship between employers and employees." -- Fortune magazine "Readers will discover in this engaging book that the relationship between employee and employer doesn't have to be branded as 'It's complicated.'" -- TD magazine (Association for Talent Development) "For those of you who haven't read The Alliance, Reid, Casnocha and Yeh make a compelling case for a third model that treats employees as 'allies.'" -- Human Resource Executive ADVANCE PRAISE for The Alliance: Jeffrey R. Immelt, Chairman and CEO, General Electric-- "GE is competing in its third century. The key to sustained performance is developing competitive leaders in every era. The Alliance captures the essence of modern talent development: trust and mutual value creation helps both employer and employee compete in the marketplace. The authors lay out a framework that helps big companies as well as start-ups develop their people more effectively, while creating a competitive team." Kenneth I. Chenault, Chairman and CEO, American Express-- "Engaged employees are the key to success in any business. The Alliance is a terrific book that offers real-world insights on how to build loyalty, inspire creativity, and manage winning teams for the long term."
Reseña del editor
A New York Times Bestseller 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 as 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 company to help transform their careers for the long term. But this win-win scenario will happen only 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.Ver Descripción del producto
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The employees are expected to be loyal and committed, and to work in the best interests of the company until they retire. This is despite the clear but rarely ever stated, understanding that your job might disappear as a result of a restructuring, or a decree from a boardroom in another country. Should you, in turn, inform you company that you have accepted an offer of better employment, you might be asked to leave immediately. This is instead of working out your notice period, because you cannot be trusted to work out your time in the best interests of the company. After all, you have left before your retirement.
No thoughtful person should be unaware of this imbalance – the employee must commit, but the company cannot be expected to.
The days when “employers and employees committed to each other, for better or worse, through bull and bear markets, until retirement did them part,” are over. Loyalty is scarce, long-term ties are rare. The past will not, and cannot return
The Alliance, Hoffman’s latest book, addresses this problem. You cannot get a person’s talent working for the good of the company if you do not have their commitment. Employees who fail to fully invest in their current positions are constantly scanning the marketplace for new opportunities.
What we can expect, and what the book sets out to sketch is a framework that encourages a different employer-employee relationship.
Reid Hoffman is an internet entrepreneur, venture capitalist, and author, best known as the co-founder of LinkedIn, The Alliance describes a relationship based on both employer and employee adding value to each other: “Help make our company more valuable, and we will make you more valuable.”
This is a team where mutually adding value secures the bond. It is not a family were commitment is unchanging. No one asks their child to leave because she scored an “F” in biology,
The Alliance has already taken root in the high-tech, start-up community of Silicon Valley. The secret of success in Silicon Valley is really about the way the companies build alliances with their people. Talent is Silicon Valley’s most valuable resource, and they treat this resource accordingly, explains Hoffman. Most people will know about the geniuses of the Valley, but few about it’s management practices. Employers use the alliance to recruit, manage, and retain incredibly talented, entrepreneurial employees.
Hoffman uses the term “Tour of Duty” to describe how employment is understood. The term comes from the military where a tour of duty refers to a single specific deployment. A soldier will see a number of tours of duty in his career, each for a predetermined time, and to accomplish a specific task. One might be to assist with the evacuation effort after the earthquake, and another to secure a hospital in a remote area.
In the business context, a tour of duty is a clearly defined task to be achieve within a finite period of time. It is an ethical, reciprocal, commitment between employer and employee. The company commits to honouring its obligations to the employee during this tour of duty, and the employee commits to honouring the needs of the company for this finite period.
The expectation of value from each party are made explicit, and are accepted by the other. You, the employee will be exposed and trained in the merchandising methods of the firm for the next 18 months, and will learn about our state-of-the-art systems. This, we agree is something necessary for the career you desire to pursue, here or somewhere else. You will fulfil your task thoughtfully, and will look for ways the company can improve their systems and alert us to new possibilities.
There are three general tours of duty. The most basic one is the Rotational Tour. This is a fairly structured tour designed for entry-level staff, often to get acquainted with the company and to be exposed to various facets of the business they might wish to contribute to. Google, for example, puts recent college graduates through a structured, twenty-seven-month Rotational tour that exposes them to three different roles each for nine months. Both the staff member and the company benefit from this fixed term commitment.
The second level tour of duty is the Transformational tour. This tour will be tailored to the specific needs of the company, and the specific aspirations of the employee. It is called “Transformational” because it is intended to transform both the company and the career of the employee. An initial transformations tour will last between and two and five years.
Violating the commitment during what is essentially a short period, would not be in the interests of any mature employee. Who would hire talent that did not honour commitments made, and who would choose to work for an organization that does not honour commitments made to employees?
The third tour of duty is only offered to those employees who are a perfect cultural fit with the organization. The employee “sees working at the company as his last job, and the company wants the employee to stay until he retires.” This is called the Foundational tour of duty.
Mutual respect underlies this alliance. Expectations are required of both sides, as well as the satisfaction of each other’s needs. The duration of the relationship is, for the most part, relatively short, making commitment possible to honour.
The book describes all aspects of the implementation, and forewarns of challenges you might encounter.
Our workplaces will benefit from this re-think.
Readability Light --+-- Serious
Insights High --+-- Low
Practical High --+-- Low
*Ian Mann of Gateways consults internationally on leadership and strategy and is the author of Strategy that Works.
The authors attack the tired concept that a business is like a "family" by, in my opinion, more accurately analogizing the relationship to that of an alliance. The employer and employee are allies initially, and perhaps the alliance will continue for a long time, but the alliance will change with time. Indeed, the authors argue that the alliance may continue after the employer-employee relationship has ended. They present examples (e.g., alumni groups) of how this might work. I was also impressed with the authors' emphasis on the ethical dimensions of an alliance. Lifetime employment may be rare, but long-term relationships may still be formed.
Social media's integration into the alliance will undoubtedly occur. The authors suggest some ways to do so. This process will probably require more management attention than anticipated.
I am in higher education and the prescriptions of the authors will not apply there as completely as it might to high tech and other businesses. However, for me, the book inspired consideration of how some of its ideas might be applied in my world. I recommend it.
The writers have done a great job encapsulating the essence of what the recruitment process should do; tightly frame a potential job opportunity and encourage an open and honest dialog with likeminded candidates; defining what the company and individual can expect to gain from each other, within a specified timeframe.
The second half of the book dives into network intelligence and the power of alumni networks. This is just smart business practice and should be implemented depending on your company’s size. Employees and alumni are your greatest asset.
Worthy quick read that will give you something for your personal toolbox!
It is this lack of trust that "The Alliance" seeks to alleviate through a simple brilliant idea: employers and employees should be honest about the transitory nature of jobs and look at them as "Tours of Duty" where an employer gets something concrete accomplished for the company while the employee gets an experience that will help them develop their careers. In short, employer and employee form an alliance. Through this experience, everyone gets what they want, and on top of that, everyone is left happier.
It's a brilliant idea that seems highly relevant to American society. This book is worth reading just to get a good understanding of this simple idea. Unfortunately, there isn't all that much other than this idea in the book. It feels like it could have been published as a Kindle Single. Overall, an excellent, if quick, read.