Управление, подбор персонала
Различные книги в жанре Управление, подбор персоналаRetooling HR
HR professionals have made major strides toward becoming strategic partners. But they need to do more – by generating value through savvy decisions about talent. HR leaders typically assume that, to make such decisions, they must develop sophisticated analytical tools from scratch. Even then, the resulting tools often fail to engage their peers.In Retooling HR, John Boudreau shows how HR leaders can break this cycle – by adapting powerful analytical tools already used by other functions to the unique challenges of talent management.Drawing on his research and examples from companies including Google, Disney, IBM, and Microsoft, Boudreau explains six proven business tools leaders already use. And he shows how HR can apply these tools to talent management. Examples include:· Using engineering tolerances to find pivot points that job descriptions miss· Using inventory and supply-chain analytics to ensure a ready supply of the right talent· Applying logistics tools to optimize succession planning and leadership development· Adapting consumer research tools to find untapped value in total rewardsRetooling HR builds on Boudreau's bestselling book Beyond HR, which traces HR's evolution as a decision science. For HR professionals seeking to sharpen their decision-making prowess, this provocative new book blazes an innovative new path.
Resonant Leadership
The blockbuster best seller Primal Leadership introduced us to «resonant» leaders–individuals who manage their own and others' emotions in ways that drive success. Leaders everywhere recognized the validity of resonant leadership, but struggled with how to achieve and sustain resonance amid the relentless demands of work and life. Now, Richard Boyatzis and Annie McKee provide an indispensable guide to overcoming the vicious cycle of stress, sacrifice, and dissonance that afflicts many leaders. Drawing from extensive multidisciplinary research and real-life stories, Resonant Leadership offers a field-tested framework for creating the resonance that fuels great leadership. Rather than constantly sacrificing themselves to workplace demands, leaders can manage the cycle using specific techniques to combat stress, avoid burnout, and renew themselves physically, mentally, and emotionally. The book reveals that the path to resonance is through mindfulness, hope, and compassion and shows how intentionally employing these qualities creates effective and enduring leadership. Great leaders are resonant leaders. Resonant Leadership offers the inspiration–and tools–to spark and sustain resonance in ourselves and in those we lead.
Bad Leadership
How is Saddam Hussein like Tony Blair? Or Kenneth Lay like Lou Gerstner? Answer: They are, or were, leaders. Many would argue that tyrants, corrupt CEOs, and other abusers of power and authority are not leaders at all–at least not as the word is currently used. But, according to Barbara Kellerman, this assumption is dangerously naive. A provocative departure from conventional thinking, Bad Leadership compels us to see leadership in its entirety. Kellerman argues that the dark side of leadership–from rigidity and callousness to corruption and cruelty–is not an aberration. Rather, bad leadership is as ubiquitous as it is insidious–and so must be more carefully examined and better understood. Drawing on high-profile, contemporary examples–from Mary Meeker to David Koresh, Bill Clinton to Radovan Karadzic, Al Dunlap to Leona Helmsley–Kellerman explores seven primary types of bad leadership and dissects why and how leaders cross the line from good to bad. The book also illuminates the critical role of followers, revealing how they collaborate with, and sometimes even cause, bad leadership. Daring and counterintuitive, Bad Leadership makes clear that we need to face the dark side to become better leaders and followers ourselves. Barbara Kellerman is research director of the Center for Public Leadership and a lecturer in public policy at the Kennedy School of Government, Harvard University.
Crucibles of Leadership
Experience may be a leader's best teacher–but there's a hitch. Two people can have identical experiences, but one blossoms while the other is depleted. The same can be said for any pair of fired CEOs, unsuccessful political candidates, or rookie supervisors. In Crucibles of Leadership , Robert J. Thomas concludes that what matters most is what one makes of experience, particularly the traumatic and often unplanned crucible events that challenge one's identity as a leader. What distinguishes leaders who grow through a crucible experience? Their approach to learning. Like accomplished athletes or artists, they practice as strenuously as they perform. And because the line between performance and practice is often hard to discern, they learn how to practice while they perform. But theirs is no ordinary practice. It's a regimen tailored to individual aspirations, motivations, and learning styles–a Personal Learning Strategy. Building on insightful and moving stories told by accomplished leaders, Thomas offers probing self-assessments and innovative tools designed to help you develop your own Personal Learning Strategy. Provocative and original, with examples drawn from business and politics as well as from the inner workings of the Mormon Church and the Hell's Angels, Thomas's book will revolutionize the way you think about leadership and learning.
Leading Quietly
Most of us think of leaders as courageous risk takers, orchestrators of major events. In a word: heroes. Although such figures are inspiring, Joseph Badaracco argues that their larger-than-life accomplishments are not what makes the world work. What does, he says, is the sum of millions of small yet consequential decisions that individuals working far from the limelight make every day. Badaracco calls them «quiet leaders»–people who choose responsible, behind-the-scenes action over public heroism to resolve tough leadership challenges. Quiet leaders don't fit the stereotype of the bold and gutsy leader, and they don't want to. What they want is to do the «right thing»–for their organizations, their coworkers, and themselves–but inconspicuously and without casualties. Drawing from extensive research, Badaracco presents eight practical yet counter-intuitive guidelines for situations in which right and wrong seem like moving targets. Compelling stories illustrate how these «nonheroes» succeed by managing their political capital, buying themselves time, bending the rules, and more. From the executive suite to the office cubicle–Leading Quietly shows how patient, everyday efforts can add up to a better company and a better world.
A Sense of Urgency
Most organizational change initiatives fail spectacularly (at worst) or deliver lukewarm results (at best). In his international bestseller Leading Change, John Kotter revealed why change is so hard, and provided an actionable, eight-step process for implementing successful transformations. The book became the change bible for managers worldwide.Now, in A Sense of Urgency, Kotter shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.Why focus on urgency? Without it, any change effort is doomed. Kotter reveals the insidious nature of complacency in all its forms and guises.In this exciting new book, Kotter explains:· How to go beyond «the business case» for change to overcome the fear and anger that can suppress urgency· Ways to ensure that your actions and behaviors – not just your words – communicate the need for change· How to keep fanning the flames of urgency even after your transformation effort has scored some early successesWritten in Kotter's signature no-nonsense style, this concise and authoritative guide helps you set the stage for leading a successful transformation in your company.
HBR's 10 Must Reads on Leadership (with featured article "What Makes an Effective Executive," by Peter F. Drucker)
Go from being a good manager to an extraordinary leader. If you read nothing else on leadership, read these 10 articles ( featuring “What Makes an Effective Executive,” by Peter F. Drucker ). We've combed through hundreds of Harvard Business Review articles on leadership and selected the most important ones to help you maximize your own and your organization's performance. HBR's 10 Must Reads On Leadership will inspire you to:Motivate others to excelBuild your team's self-confidence in othersProvoke positive changeSet directionEncourage smart risk-takingManage with tough empathyCredit others for your successIncrease self-awarenessDraw strength from adversity This collection of best-selling articles includes: featured article «What Makes an Effective Executive» by Peter F. Drucker , «What Makes a Leader?» «What Leaders Really Do,» «The Work of Leadership,» «Why Should Anyone Be Led by You?» «Crucibles of Leadership,» «Level 5 Leadership: The Triumph of Humility and Fierce Resolve,» «Seven Transformations of Leadership,» «Discovering Your Authentic Leadership,» and «In Praise of the Incomplete Leader.»
Managing the Older Worker
Your organization needs older workers more than ever: They transfer knowledge between generations, transmit your company's values to new hires, make excellent mentors for younger employees, and provide a «just in time» workforce for special projects.Yet more of these workers are reporting to people younger than they are. This presents unfamiliar challenges that–if ignored–can prevent you from attracting, retaining, and engaging older employees.In Managing the Older Worker, Peter Cappelli and William Novelli explain how companies and younger managers can maximize the value provided by older workers. The key? Recognize that boomers' needs differ from younger generations – and adapt your management practices accordingly. For instance:· Lead with mission: As employees age, they become more altruistic. Emphasize the positive impact of older workers' efforts on the world around them.· Forge social connections: Many older employees keep working to maintain social relationships. Offer tasks that require interaction with others.· Provide different benefits: Tailor benefits–such as elder-care insurance programs or discount medication–to older workers' interests.Drawing on research in management, psychology, and other disciplines, Managing the Older Worker reveals who your older workers are, what they want, and how to manage them for maximum value.
Financial Intelligence for HR Professionals
As an HR manager, you're expected to use financial data to make decisions, allocate resources, and budget expenses. But if you're like many human resource practitioners, you may feel uncertain or uncomfortable incorporating financials into your day-to-day work.Using the groundbreaking formula they introduced in their book Financial Intelligence: A Manager's Guide to Knowing What the Numbers Really Mean, Karen Berman and Joe Knight present the essentials of finance specifically for HR experts.Drawing on their work training tens of thousands of managers and employees at leading organizations worldwide, the authors provide a deep understanding of the basics of financial management and measurement, along with hands-on activities to practice what you are reading. You'll discover:· Why the assumptions behind financial data matter· What your company's income statement, balance sheet, and cash flow statement really reveal· Which financials may be needed when you're developing a human capital strategy· How to calculate return on investment· Ways to use financial information to better support your business units and do your own job· How to instill financial intelligence throughout your teamAuthoritative and accessible, Financial Intelligence for HR Professionals, empowers you to «talk numbers» confidently with your boss, colleagues, and direct reports – and understand how the financials impact your part of the business.
Succession
A leader's greatest challenge can be knowing when it's time to step aside. A great deal has been written for corporate boards on the issue of succession planning. But most executives have few resources to help guide them through the process. How do you start preparing yourself–and your successor–for your inevitable leadership transition?In this concise book, leading executive coach and bestselling author Marshall Goldsmith offers candid advice on succession from the outgoing executive's perspective. From choosing and grooming a successor while sidestepping political minefields, to finally handing over responsibility, Goldsmith walks you through each step in the succession process.Done right, your successor can enter to applause while you gracefully bow out and start the next chapter of your life.