如何发现优秀员工 FINDING&KEEPING GREAT EMPLOYEES azw3 极速 下载 snb txt pdf pdb 夸克云

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.

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

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 Com

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书籍介绍

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.