The New York Times Bestelling guide for managers and executives.
Introducing the new, realistic loyalty pact between employer and employee.
The employer-employee relationship is broken, and managers face a seemingly impossible dilemma: the old model of guaranteed long-term employment no longer works in a business environment defined by continuous change, but neither does a system in which every employee acts like a free agent.
The solution? Stop thinking of employees as either family or as free agents. Think of them instead as allies.
As a manager you want your employees to help transform the company for the future. And your employees want the company to help transform their careers for the long term. But this win-win scenario will happen only if both sides trust each other enough to commit to mutual investment and mutual benefit. Sadly, trust in the business world is hovering at an all-time low.
We can rebuild that lost trust with straight talk that recognizes the realities of the modern economy. So, paradoxically, the alliance begins with managers acknowledging that great employees might leave the company, and with employees being honest about their own career aspirations.
By putting this new alliance at the heart of your talent management strategy, you’ll not only bring back trust, you’ll be able to recruit and retain the entrepreneurial individuals you need to adapt to a fast-changing world.
These individuals, flexible, creative, and with a bias toward action, thrive when they’re on a specific tour of duty”when they have a mission that’s mutually beneficial to employee and company that can be completed in a realistic period of time.
Coauthored by the founder of LinkedIn, this bold but practical guide for managers and executives will give you the tools you need to recruit, manage, and retain the kind of employees who will make your company thrive in today’s world of constant innovation and fast-paced change.
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|Publisher:||Harvard Business Review Press|
|Sold by:||Barnes & Noble|
|File size:||595 KB|
About the Author
Ben Casnocha is an award-winning entrepreneur and bestselling coauthor, with Reid, of The Start-up of You. He is a frequent speaker on talent management.
Chris Yeh is an entrepreneur, writer, and mentor. He helps interesting people do interesting things as VP of Marketing at PBworks and general partner at Wasabi Ventures.
Table of Contents
1 Employment in the Networked Age 1
The Alliance 7
Moving from Family to Team 10
Getting Value from Entrepreneurial Talent 12
Having the Courage to Lead Honest Conversations 18
2 Tours of Duty 21
Building Trust through Honest Conversations 26
Different Types of Tours 28
Blending Tours of Duty 36
A Broadly Applicable Framework 40
Longer-Term Alliances 45
Walking the Walk: How LinkedIn Uses Tours of Duty 47
3 Building Alignment in a Tour of Duty 57
Alignment for the Different Types of Tours 60
Walking the Walk: How LinkedIn Builds Alignment 68
Having the Conversation: Advice for Managers 71
4 Implementing Transformational Tours of Duty 75
Start the Conversation and Define the Mission 76
Set Up a System of Regular Checkpoints for Both Sides to Exchange Feedback with Each Other 80
Before the Tour of Duty Draws to a Close, Begin Defining the Next Tour of Duty 81
Managing for the Unexpected: When There's a Change in the Middle of a Tour 85
Having the Conversation: Advice for Managers 90
5 Employee Network Intelligence 97
Network Intelligence Generates Hidden Data, Serendipity, and Opportunity 102
6 Implementing Network Intelligence Programs 109
Recruit Connected People 110
Teach Employees How to Mine Intelligence from Their Networks via Conversation and Social Media 111
Rolf Out Programs and Policies That Help Employees Build Their Individual Networks 115
Have Employees Share What They Learn with the Company 119
Walking the Walk: How LinkedIn Uses Network Intelligence 121
Having the Conversation: Advice for Managers 123
7 Corporate Alumni Networks 127
It's All about the ROI 130
Four Reasons to Invest in an Alumni Network 132
Three Levels of Investment in Alumni Networks 137
Walking the Walk: The LinkedIn Corporate Alumni Network 139
8 Implementing an Alumni Network 143
Decide Who You Wont to Include in Your Alumni Network 143
Explicitly Define the Expectations and Benefits of the Relationship 145
Establish a Comprehensive Exit Process 147
Build Links between Current Employees and Alumni 148
Having the Conversation: Advice for Managers 150
Appendix A Sample Statement of Alliance 157
Appendix B Mission Alignment Exercise: People We Admire 167
Appendix C Getting Started at Your Company 171
About the Authors 191