What makes an employee great? According to Harris and Brannick, great employees are those who match the culture of the company they work for and whose personal values align with the organization’s core purpose.
Finding & Keeping Great Employees identifies four basic organizational purposes—operational excellence, customer service, unleashing technology, and spirit. By focusing on one of these as their core purpose and using it to drive their selection and retention strategies, organizations will gain a long-term competitive advantage and create a workplace full of self-motivated employees who are highly purpose driven.
Based on research into best practices at more than 250 companies, this breakthrough book shares how some of today’s most progressive organizations are doing just that—and shutting down the revolving door—by leveraging their core purpose and corporate culture to attract and retain great employees. Written in a crisp, reader-friendly style, with numerous examples and case studies, it shows managers and HR professionals how to simplify and streamline the recruiting process·improve organizational focus by benchmarking their company’s practices against the world’s best-run companies·achieve a good fit between employees and corporate culture·become the employer of choice within their industry, their market, and their community.
In today’s tight labor market, finding employees that are keepers is critical to success. This book offers a powerful new action plan to help companies find and keep employees who will enable them to find and keep success.
FINDING & KEEPING GREAT EMPLOYEES(如何发现优秀员工)
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Book Description
FINDING AND KEEPING GREAT EMPLOYEES What makes an employee great? According to Harris and Brannick, great employees are those who match the culture of the company they work for and whose personal values align with the organization's core purpose. Finding and Keeping Great Employees identifies four basic organizational purposes-operational excellence, customer service, unleashing technology, and spirit. By focusing on one of these as their core purpose and using it to drive their selection and retention strategies, organizations will gain a long-term competitive advantage and create a workplace full of self-motivated employees who are highly -purpose-driven. Based on research into best practices at more than 250 companies, this breakthrough book shares how some of today's most progressive organizations are doing just that -- and shutting down the revolving door -- by leveraging their core purpose and corporate culture to attract and retain great employees. Written in a crisp, reader-friendly style, with numerous examples and case studies, it shows managers and HR professionals how to: * simplify and streamline the recruiting process * improve organizational focus by benchmarking their company's practices against the world's best-run companies * achieve a good 'fit' between employees and corporate culture * become the employer of choice within their industry, their market, and their community. In today's tight labor market, finding employees that are 'keepers' is critical to success. This book offers a powerful new action plan to help companies find and keep employees who will enable them to find and keep success. Dr. Jim Harris, President of The James Harris Group (Pensacola, FL), is a professional speaker who tracts workplace trends and their impact on employee motivation and retention. Book Dimension length: (cm)23.3 width:(cm)15.7 作者简介 ：
JIM HARRIS, Ph.D. (Indian Rocks Beach, FL), is president of The Jim Harris Group, helping companies create high-performance workplaces, and a frequent speaker at conferences and seminars. He is the author of Getting Employees to Fall in Love With Your Company (AMACOM).
目录 ：
Preface
Acknowledgments PART ONE: THE POWEROF FOCUS Chapter 1. The Great Challenge The Cycle of Disconnection Renewing the Connection Chapter 2. The Culture Connection The Missing Link The Four Core Cultures Separate but Equal The Benefits of Alignment The Process of Alignment PARTTWO: THE FOURCORE CULTURES Chapter 3. A Culture of Customer Service A Culture That Solves Problems Core-Culture Connections Midway Services: Above and Beyond Chapter 4. A Culture of Innovation On the Edge of Paranoia Collective Craniums Core Culture Connections Cisco Systems: Making History Every Day Chapter 5. A Culture of Operational Excellence A Simple Foundation Big Payoffs Efficiency: Overcoming the "Herbies" Quality Still Lives Core Culture Connections SmithKline Beecham: Simply Better Chapter 6. A Culture of Spirit Why Spirit--and Why Now? Three Types of Spirit-Driven Culture Core Culture Connections VanCity Credit Union: Right Values and Good Business PART THREE: FINDING GREAT EMPLOYEES Chapter 7. Best Practices in Staffing Eight Best Practices in Staffing Chapter 8. Staffing Best Practices in Action Putting What's Best Into Action Chapter 9. Aligning Staffing to Core Culture Customer Service Culture Innovation Culture Operational Excellence Culture Spirit Culture PART FOUR: KEEPING GREAT EMPLOYEES Chapter 10. Retention Best Practices Eight Best Practices in Retention …… PART FIVE: GETTING STARTED Recommended Readings Index |
