Employees In The Past

Throughout the history of business employees had to adapt to managers and managers had to adapt to organizations. In the future this is reversed with managers and organizations adapting to employees. This means that in order to succeed and thrive organizations must rethink and challenge everything they know about work. The demographics of employees are changing and so are employee expectations, values, attitudes, and styles of working. Conventional management models must be replaced with leadership approaches adapted to the future employee. Organizations must also rethink their traditional structure, how they empower employees, and what they need to do to remain competitive in a rapidly changing world. This is a book about how employees of the future will work, how managers will lead, and what organizations of the future will look like. The Future of Work will help you: Stay ahead of the competition Create better leaders Tap into the freelancer economy Attract and retain top talent Rethink management Structure effective teams Embrace flexible work environments Adapt to the changing workforce Build the organization of the future And more The book features uncommon examples and easy to understand concepts which will challenge and inspire you to work differently.

High Growth Handbook is the playbook for growing your startup into a global brand. Global technology executive, serial entrepreneur, and angel investor Elad Gil has worked with high-growth tech companies including Airbnb, Twitter, Google, Stripe, and Square as they’ve grown from small companies into global enterprises. Across all of these breakout companies, Gil has identified a set of common patterns and created an accessible playbook for scaling high-growth startups, which he has now codified in High Growth Handbook. In this definitive guide, Gil covers key topics, including: · The role of the CEO · Managing a board · Recruiting and overseeing an executive team · Mergers and acquisitions · Initial public offerings · Late-stage funding. Informed by interviews with some of the biggest names in Silicon Valley, including Reid Hoffman (LinkedIn), Marc Andreessen (Andreessen Horowitz), and Aaron Levie (Box), High Growth Handbook presents crystal-clear guidance for navigating the most complex challenges that confront leaders and operators in high-growth startups.

The classic #1 New York Times bestseller that answers the age-old question Why is incompetence so maddeningly rampant and so vexingly triumphant? The Peter Principle, the eponymous law Dr. Laurence J. Peter coined, explains that everyone in a hierarchy—from the office intern to the CEO, from the low-level civil servant to a nation’s president—will inevitably rise to his or her level of incompetence. Dr. Peter explains why incompetence is at the root of everything we endeavor to do—why schools bestow ignorance, why governments condone anarchy, why courts dispense injustice, why prosperity causes unhappiness, and why utopian plans never generate utopias. With the wit of Mark Twain, the psychological acuity of Sigmund Freud, and the theoretical impact of Isaac Newton, Dr. Laurence J. Peter and Raymond Hull’s The Peter Principle brilliantly explains how incompetence and its accompanying symptoms, syndromes, and remedies define the world and the work we do in it.

Imagine a management philosophy based not upon serving a company's customers, but on serving the company's employees. Vineet Nayar, CEO of HCL Technologies in India, has put such a philosophy into practice with remarkable results. His "employee first, customer second" mantra has been recognized globally as an example of organizational innovation, and was deemed a "new and radical management philosophy" ripe for the picking in the Western world by Business Week. In this book, Nayar himself describes his blunt refusal to treat the flesh and blood of HCL--its people--as "human resource" or as "intellectual capital" or even as an asset like all its other assets-and how his unique perspective led to an holistic transformation of his organization. By putting employees on top of the organizational pyramid, he argues, your company can fully realize the value created in the interface between customers and employees. This book leads managers and executives through the five core aspects of Nayar's approach, demonstrating how to create a sense of urgency, overhaul incentives and reporting structures, foster transparency in communications and feedback, provide platforms for achievement and personal growth, and finally recognize the potential of every individual in the organization. The "Employee First" philosophy should be the fulcrum of the transformation journey of any organization.

Contrary to popular belief, most people truly desire to commit to the organizations for which they work. Just as most of us would prefer not to drift from one relationship to the next, the majority of workers would rather not live like corporate gypsies. So why, at a time when employee retention is so critical to success, do so many businesses find it hard to hold on to their best people? Why, despite the perks, bonuses, and all the other "goodies" with which companies attempt to create employee commitment, does turnover continue to be such a serious problem? In this groundbreaking book, Michael O'Malley-an acknowledged expert with more than two decades of experience helping the Fortune 500 attract and retain the brightest and best-provides answers to these questions. More importantly, he spells out proven strategies for fostering solid employee/employer relationships that last. Deftly interweaving personal insight, case histories, and the latest research in the field, O'Malley explores the nature of employee commitment. He shows how many of the same needs and passions that bind people to one another in their personal lives also bind employees to managers and organizations. O'Malley describes the roles played by factors such as compatibility, trust, predictability, dependability, sensitivity to individual needs, and a willingness to compromise. He explains why organizations invariably fail when they attempt to buy employee commitment. Conversely, while more money is the most commonly cited reason for employee defection, O'Malley reveals that the real reasons often have to do with neglect, distrust, burn-out, inconsiderateness, and other nonmonetary considerations. The lion's share of Creating Commitment is devoted to detailing a practical approach to building commitment in your organization. O'Malley describes specific attitudes and behaviors that either encourage or discourage commitment and provides guidelines for assessing your company's standing on commitment. He also outlines specific steps you can take to find and hire employees who are compatible with your corporate culture; to foster a sense of belonging among employees; to build trust and reciprocity; to promote economic interdependence; and much more. A complete guide to understanding and overcoming one of the greatest challenges to business success today, Creating Commitment is must reading for every manager. Advance Praise for Michael O'Malley's Creating Commitment "Michael O'Malley has found the key to employee retention-commitment! He has taken a rigorous, research-based approach to understanding employee commitment and its implications for organization health, while using examples and comparisons from everyday life to make his insights accessible to all. The result is a must-read book for any leader concerned about keeping the best employees."-Dr. Susan Gale, Vice President, Change Management and Human Resources, Howrey Simon Arnold & White "Michael O'Malley has created a work of great insight that all professionals charged with attracting, retaining, and developing the leaders of today and tomorrow will want to read."-Corey Seitz, Senior Vice President, Executive Development, Bank of America Corporation "The two most important human aspects of organizations today are trust and commitment. Creating Commitment covers both and is loaded with stories and examples that are both readable and timely. O'Malley's contribution to today's business leaders is truly a gift."-Dr. W. Warner Burke, Chair, Department of Organization and Leadership, Teachers College, Columbia University "This is an important book for companies seeking a competitive advantage. Read Creating Commitment, and you'll know how to build lasting bonds with the employees you want most to keep."-Matt Broder, Communications Executive, Otis Elevator Company

Research Shows Organizations That Focus on Employee Experience Far Outperform Those That Don't Recently a new type of organization has emerged, one that focuses on employee experiences as a way to drive innovation, increase customer satisfaction, find and hire the best people, make work more engaging, and improve overall performance. The Employee Experience Advantage is the first book of its kind to tackle this emerging topic that is becoming the #1 priority for business leaders around the world. Although everyone talks about employee experience nobody has really been able to explain concretely what it is and how to go about designing for it...until now. How can organizations truly create a place where employees want to show up to work versus need to show up to work? For decades the business world has focused on measuring employee engagement meanwhile global engagement scores remain at an all time low despite all the surveys and institutes that been springing up tackle this problem. Clearly something is not working. Employee engagement has become the short-term adrenaline shot that organizations turn to when they need to increase their engagement scores. Instead, we have to focus on designing employee experiences which is the long term organizational design that leads to engaged employees. This is the only long-term solution. Organizations have been stuck focusing on the cause instead of the effect. The cause is employee experience; the effect is an engaged workforce. Backed by an extensive research project that looked at over 150 studies and articles, featured extensive interviews with over 150 executives, and analyzed over 250 global organizations, this book clearly breaks down the three environments that make up every single employee experience at every organization around the world and how to design for them. These are the cultural, technological, and physical environments. This book explores the attributes that organizations need to focus on in each one of these environments to create COOL spaces, ACE technology, and a CELEBRATED culture. Featuring exclusive case studies, unique frameworks, and never before seen research, The Employee Experience Advantage guides readers on a journey of creating a place where people actually want to show up to work. Readers will learn: The trends shaping employee experience How to evaluate their own employee experience using the Employee Experience Score What the world's leading organizations are doing around employee experience How to design for technology, culture, and physical spaces The role people analytics place in employee experience Frameworks for how to actually create employee experiences The role of the gig economy The future of employee experience Nine types of organizations that focus on employee experience And much more! There is no question that engaged employees perform better, aspire higher, and achieve more, but you can't create employee engagement without designing employee experiences first. It's time to rethink your strategy and implement a real-world framework that focuses on how to create an organization where people want to show up to work. The Employee Experience Advantage shows you how to do just that.

Cover -- Half Title -- Title -- Copyright -- Dedication -- Contents -- Foreword A Better View of Motivation -- Introduction A Great Place to Work For All -- PART ONE Better for Business -- Chapter 1 More Revenue, More Profit -- Chapter 2 A New Business Frontier -- Chapter 3 How to Succeed in the New Business Frontier -- Chapter 4 Maximizing Human Potential Accelerates Performance -- PART TWO Better for People, Better for the World -- Chapter 5 When the Workplace Works For Everyone -- Chapter 6 Better Business for a Better World -- PART THREE The For All Leadership Call -- Chapter 7 Leading to a Great Place to Work For All -- Chapter 8 The For All Rocket Ship -- Notes -- Thanks -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- R -- S -- T -- U -- V -- W -- Z -- About Us -- Authors

Having a good, stable job used to be the bedrock of the American Dream. Not anymore. In this richly detailed and eye-opening book, Rick Wartzman chronicles the erosion of the relationship between American companies and their workers. Through the stories of four major employers--General Motors, General Electric, Kodak, and Coca-Cola--he shows how big businesses once took responsibility for providing their workers and retirees with an array of social benefits. At the height of the post-World War II economy, these companies also believed that worker pay needed to be kept high in order to preserve morale and keep the economy humming. Productivity boomed. But the corporate social contract didn't last. By tracing the ups and downs of these four corporate icons over seventy years, Wartzman illustrates just how much has been lost: job security and steadily rising pay, guaranteed pensions, robust health benefits, and much more. Charting the Golden Age of the '50s and '60s; the turbulent years of the '70s and '80s; and the growth of downsizing, outsourcing, and instability in the modern era, Wartzman's narrative is a biography of the American Dream gone sideways. Deeply researched and compelling, The End of Loyalty will make you rethink how Americans can begin to resurrect the middle class. Finalist for the Los Angeles Times book prize in current interestA best business book of the year in economics, Strategy+Business

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