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基本説明
Volume 1: The New Employer-Employee Relationship. Volume 2: The Engaged Workplace: Organizational Strategies. Volume 3: Case Studies and Conversations.
Full Description
Business success depends on employee innovation, drive, skill, endurance, and dedication. Engaged employees, studies show, provide tangible advantages to the organization like greater customer satisfaction and improved profitability. In contrast, the Gallup Organization has discovered that disengaged workers cost U.S. business between $250 billion and $350 billion each year. How do you engage employees and, in turn, create the high-performance organization? That's what this set is all about. From the latest theories on motivation to innovations in HR to methods to increase employee retention, it provides the essential insights and tools managers, leaders, and HR people need to find new ways to succeed—while keeping employees happy, productive, and loyal.
Employees know that cradle-to-grave—or even week-to-week—employment security is a thing of the past, and that they are at the helm of their own career ship. Discerning consumers in the employment marketplace, they therefore seek employment opportunities that speak not only to their wallets and life circumstances, but also to their desire to find work that provides purpose and passion. How can employers meet these needs and create a team of engaged employees? That's a large question, and one that spans a spectrum of issues that includes career development, human resource management, and the alignment between individual and organizational goals. In these three volumes, leaders and managers will find answers. They feature articles, interviews, and reports from academics, psychologists, managers in the practical corporate world, and experts in career management. Despite what Donald Trump might say, work is personal, and the ways in which individuals navigate the organizational environment—and businesses organize to seek, attract, and retain the best employees—is of primary concern. That goes double in these turbulent times, when job security is at stake, cynicism rampant, and loyalty at risk. Building High-Performance People and Organizations connects the dots so employers can maintain a loyal, satisfied, and productive workforce.
Volume 1: The New Employer-Employee Relationship looks at trends in demographics and the general business environment leading to and driving the concept of employee engagement.
Volume 2: The Engaged Workplace: Organizational Strategies focuses on real-world organizational strategies to find, develop, and retain the best employees, with an emphasis on innovative practices in both the U.S. and internationally.
Volume 3: Case Studies and Conversations features interviews with thought leaders in the entire landscape of performance management and employee engagement. Their insights will provide readers with the absolute latest thinking in their fields of expertise. Volume 3 also contains short case studies of companies that are pioneering high-performance cultures.
Contents
Volume 1 Acknowledgments Preface Chapter 1 A Candid Look at Employee Engagement: Five Global Truths Chapter 2 People Equity: A New Model for Managing Talent Chapter 3 The Differentiators of High Performance: Aligning People Strategy with Business Strategy Chapter 4 Designing Global Employee Survey Process to Realize Engagement and Alignment Chapter 5 Your Employer Brand: A Tool For Fulfilling Customer Promise Chapter 6 The Changing Workforce Chapter 7 Are Employee Surveys Disengaging Employees Chapter 8 Building a Culture of Trust Chapter 9 Moving Beyond Engagement: Motivating and Enabling Individual and Team Performance Chapter 10 Engagement in Non-Profit Setting Chapter 11 A Multi-Level Approach to Assessing and Improving Employee Engagement: Engaging an Organizations People in the Drive for High Performance Chapter 12 Creating the Engaged Organization: The Engaged Employee as a Key Lever for Change Chapter 13 Anchor: The Intuit Engagement Story Index About the Editor and Contributors Volume 2 Acknowledgments Preface Chapter 1 The Six Degrees of Preparation Chapter 2 Being Connected: The Effects of Technology on Employee Engagement Chapter 3 Driving Long-Term Engagement Through a High Performance Culture Chapter 4 The Lost 20 Percent: Engaging the Almost Great Chapter 5 Essential Building Blocks to Successful Engagement Survey Programs Chapter 6 Spirit: A Vital Key to Engagement at Work Chapter 7 No Best Practices Chapter 8 Managers: The Key to an Engaged Workplace Chapter 9 Work-Life Means Business Chapter 10 Coaching for High Potentials to Become High Performing Leaders Chapter 11 The Five Points of Peak Performance Chapter 12 Rebuilding Trust within Organizations Chapter 13 Fun: Essential to Creating a Culture of Engagement Chapter 14 Ten Things You Should Know About Executive Search Now Chapter 15 Compensation Strategy: A Guide for Senior Managers Chapter 16 Anchor: The Caterpillar Engagement Journey: Connecting the Dots Index About the Editor and Contributors Volume 3 Acknowledgments Preface Chapter 1 Ann Rhoades on people-centric cultures Chapter 2 Dan Walker on leadership Chapter 3 David Russo on leadership Chapter 4 Case Study: Patagonia Chapter 5 Scott Bedbury on employee branding Chapter 6 Beverly Kaye on employer regard Chapter 7 Al Lucia on company values Chapter 8 Case Study: Kahler Slater Chapter 9 Diana Whitney on appreciative inquiry Chapter 10 Judi Neal on visionary workplace cultures Chapter 11 Susan Todd on corporate universities Chapter 12 Case Study: Digital Credit Union Chapter 13 Jane Creech on running high-performance teams Chapter 14 Susan Gebelein on talent management Chapter 15 Case Study: Badger Mining Corporation Chapter 16 Tiane Mitchell Gordon on diversity Chapter 17 Jennifer Floren on millennial generation employees Chapter 18 Catherine D. Fyock on aging employees Chapter 19 Denise Brouillette on women in the workplace Chapter 20 Case Study: Motorola Chapter 21 Jim Shaffer on collaborative problem-solving Chapter 22 Kathryn Yates on the ROI of employee communications Chapter 23 Jeffrey Saltzman on the future of employee engagement Chapter 24 Anchor: Starwood Hotels & Resorts: Creating a Branded Service Culture Allison Barber, Mariangela Battista, Kirsten Clark, Norm Perreault, Matt Redmond, and Matt Valenti Index About the Editor and Contributors
