Getting Your People to Step Up 7 Simple Strategies to Attract and Keep Your Key Talent
A roadmap for hiring, coaching and motivating top performers In business, your people are your most important asset. But finding, training and motivating the right people can be daunting and costly. If you want to keep your best employees -- and grow your business with their support -- then Getting...
| Otros Autores: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Melbourne, Victoria :
John Wiley & Sons Australia, Ltd
[2024]
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| Edición: | First edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009852336306719 |
Tabla de Contenidos:
- Cover
- Title Page
- Copyright Page
- Contents
- Acknowledgements
- Introduction
- Your people can be either assets or liabilities
- Growing your business through early challenges
- How to use this book
- Part I Attracting the right people
- Chapter 1 People need something to believe in: Creating a shared vision
- Setting your vision
- Gaudí's visionary legacy
- Businesses with a clear vision
- Small to medium-sized businesses with a clear vision
- Actions
- #1. Create a clear vision statement
- #2. Get your people to see the vision
- Case study: Burt's Bees
- Case study: Warby Parker
- Reflections
- Summary
- Chapter 2 The right people in the right jobs: Recruiting and incentivising passionate people
- Heracles and Hydra
- Businesses with 'the right fit' in mind when they hire
- Small to medium-sized businesses looking to hire the right people
- Actions
- #1. Hire less people who are 'like you'
- #2. Choose passionate people
- #3. How to hire passionate people
- #4. Using the Passion Model to understand your interviewees' passions
- Case study: Basecamp
- Reflections
- Summary
- Chapter 3 Plan A, B and C: Coaching emerging leaders and developing your succession plan
- Succession planning for business confidence
- Lao's trees
- Succession planning successes and failures
- Small to medium-sized businesses with succession planning in mind
- Actions
- #1. Use the Skill Will Matrix to identify high-potential talent
- #2. Create a targeted developmental program for your 'star' people
- #3. Facilitate knowledge transfer
- Case study: The Tata Group
- Case study: Bega Cheese
- Reflections
- Summary
- Part II Retaining the right people
- Chapter 4 Believe in people: Fostering friendships and delivering feedback
- Samuel's belief in people
- Examples of the importance of believing in people.
- Small to medium-sized businesses and how they nurture their people
- Actions
- Why do people leave?
- Do you know why your people are leaving?
- #1. Foster and encourage friendships within your business
- #2. The importance of feedback, and knowing how to deliver it
- Case study: Adobe
- Reflections
- Summary
- Chapter 5 Shoshin: Encouraging lifelong learning
- Hiroshi's lessons on shoshin
- Business leaders and owners who display a shoshin mentality
- Small to medium-sized businesses: Encouraging lifelong learning
- Actions
- #1. Create a culture of shoshin
- #2. Embrace technology like artificial intelligence (AI)
- #3. Be open to having an inter-generational workforce
- Case study: Toyota
- Case study: Netflix
- Case study: Amazon
- Reflections
- Summary
- Chapter 6 The best of both worlds: Creating a culture of diversity and inclusion
- Research that supports diversity and inclusion
- A story from my own life
- Indra Nooyi
- Examples of businesses addressing diversity
- Actions
- #1. Provide appropriate diversity training
- #2. Embrace cultural celebrations and practices
- #3. Promote diversity in leadership positions
- Case study: Salesforce
- Reflections
- Summary
- Chapter 7 Managers as coaches: Empowering your managers to coach your people
- Bill Campbell the trillion dollar coach
- Examples of businesses embracing the manager as coach concept
- Small to medium-sized businesses and coaching
- Actions
- #1. Provide coaching training for managers
- #2. Recognise that managers wear different 'hats' (but they always come back to coaching)
- #3. Develop a model that is used consistently in the business by everyone
- #4. Give more coaching to 'coachable' people
- Coaching in practice: Role play examples
- Case study: General Electric (GE) and 'Work-Out' coaching program
- Reflections
- Summary.
- Getting your people to step up
- Additional Resources
- EULA.
