MARC details
| 000 -LEADER |
|---|
| fixed length control field |
04811 a2200229 4500 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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| fixed length control field |
140911b xxu||||| |||| 00| 0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781625275776 |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Classification number |
658.3 |
| 100 ## - MAIN ENTRY--PERSONAL NAME |
|---|
| Personal name |
REID HOFFMAN, BEN CASNOCHA AND CHRIS YEH |
| 9 (RLIN) |
14918 |
| 245 ## - TITLE STATEMENT |
|---|
| Title |
THE ALLIANCE |
| Remainder of title |
MANAGING TALENT IN TH NETWORKED AGE |
| Statement of responsibility, etc |
REID HOFFMAN, BEN CASNOCHA AND CHRIS YEH |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
|---|
| Name of publisher, distributor, etc |
HARVARD BUSINESS REVIEW PRESS |
| Date of publication, distribution, etc |
2014 |
| Place of publication, distribution, etc |
BOSTON |
| 300 ## - PHYSICAL DESCRIPTION |
|---|
| Extent |
193 P. |
| Other physical details |
HARD |
| 505 ## - FORMATTED CONTENTS NOTE |
|---|
| Formatted contents note |
1. Employment in the networked age : The alliance ; Moving from family to team ; Getting value from entrepreneurial talent ; Having the courage to lead honest conversations --<br/>2. Tours of duty : Building trust through honest conversations ; Different types of tours ; Blending tours of duty ; A broadly applicable framework ; Longer-term alliances ; Walking the walk: how LinkedIn uses tours of duty --<br/>3. Building alignment in a tour of duty : Alignment for the different types of tours ; Walking the walk: how LinkedIn builds alignment ; Having the conversation: advice for managers --<br/>4. Implementing transformational tours of duty : Start the conversation and define the mission ; Set up a system of regular checkpoints for both sides to exchange feedback with each other ; Before the tour of duty draws to a close, begin defining the next tour of duty ; Managing for the unexpected when there's a change in the middle of a tour ; Having the conversation: advice for managers --<br/>5. Employee network intelligence : Network intelligence generates hidden data, serendipity, and opportunity --<br/>6. Implementing network intelligence programs : Recruit connected people ; Teach employees how to mine intelligence from their networks via conversation and social media ; Roll out programs and policies that help employees build their individual networks ; Have employees share what they learn with the company ; Walking the walk: how LinkedIn uses network intelligence ; Having the conversation: advice for managers --<br/>7. Corporate alumni networks : It's all about the ROI ; Four reasons to invest in an alumni network ; Three levels of investment in alumni networks ; Walking the walk: the LinkedIn corporate alumni network --<br/>8. Implementing an alumni network : Decide who you want to include in your alumni network ; Explicitly define the expectations and benefits of the relationship ; Establish a comprehensive exit process ; Build links between current employees and alumni ; Having the conversation: advice for managers --<br/>Appendixes : A. Sample statement of alliance ; B. Mission alignment exercise: people we admire ; C. Getting started at your company. |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc |
<br/><br/>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. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name as entry element |
ORGANIZATIONAL CHANGE. |
| 9 (RLIN) |
14919 |
|
|---|
| Topical term or geographic name as entry element |
EMPLOYEE MOTIVATION |
| 9 (RLIN) |
14920 |
|
|---|
| Topical term or geographic name as entry element |
LEADERSHIP. |
| 9 (RLIN) |
14921 |
| 700 ## - ADDED ENTRY--PERSONAL NAME |
|---|
| Personal name |
CASNOCHA, BEN |
| 9 (RLIN) |
14922 |
|
|---|
| Personal name |
YEH, CHRIS |
| 9 (RLIN) |
14923 |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
|---|
| Source of classification or shelving scheme |
Dewey Decimal Classification |
| Item type |
Book |
