In times of growing talent shortage, companies have to find new ways to fill their strategic positions from the outside. This book presents useful and competitive solutions for hiringtalented and motivated employees. The author presents four concrete fields of action to achieve this and provides the reader with definitions of strategically relevant key and bottleneck functions. The book emphasizes the fact that employers must sell relevant functions just like they would as part of an employer branding strategy. Employers are moving towards active sourcing strategies beyond job ads and headhunting. They must maintain and manage relations with promising talent once they have been identified. Finally, employers must ensure a positive candidate experience. This book serves as a handy reference for HR managers and talent recruiters."

This book demonstrates, in detail, why annual performance appraisals might still work in hierarchical environments, but largely fail in agile ones. The annual performance appraisal is one of the world's most widely used management tools. For many years, it was indeed seen as a pre-requisite for successful leadership and professional management. While most managers and employees have always been sceptical in this respect, those at a strategic level are now also realising it causes more harm than good, and a growing number of leading companies have similarly abolished this approach. One key reason lies in the changing working world, and the quest for greater organisational agility. Companies are moving away from rigid structuring. The arguments are presented objectively but with practical relevance, coherently illustrating the available alternatives for achieving what annual performance appraisals largely have not.

The digitalization of businesses calls for new forms of leadership and collaboration, as traditional human resources strategies are reaching their limits. Personal responsibility, networking and diversity are increasingly recognized as key prerequisites for agility, adaptability and innovativeness. This book encourages HR managers who want to be pioneers of, or support, digital transformation to rethink their HR strategies. It begins with a clear illustration of the difference between stability and agility in leadership and organization. Building on this, it then guides the reader through a broad range of relevant HR topics and how they compare to the new strategic orientation. All major aspects of HR management are addressed, including recruitment, learning, talent management, remuneration, performance management, corporate training, executive development and change management. Providing a comprehensive, practical, differentiated and non-dogmatic alternative to traditional approaches, the book is a must-read for all those who are concerned with sustainable HR management in the era of digitalization.

This book demonstrates, in detail, why annual performance appraisals might still work in hierarchical environments, but largely fail in agile ones. The annual performance appraisal is one of the world's most widely used management tools. For many years, it was indeed seen as a pre-requisite for successful leadership and professional management. While most managers and employees have always been sceptical in this respect, those at a strategic level are now also realising it causes more harm than good, and a growing number of leading companies have similarly abolished this approach. One key reason lies in the changing working world, and the quest for greater organisational agility. Companies are moving away from rigid structuring. The arguments are presented objectively but with practical relevance, coherently illustrating the available alternatives for achieving what annual performance appraisals largely have not.

In times of growing talent shortage, companies have to find new ways to fill their strategic positions from the outside. This book presents useful and competitive solutions for hiring talented and motivated employees. The author presents four concrete fields of action to achieve this and provides the reader with definitions of strategically relevant key and bottleneck functions. The book emphasizes the fact that employers must sell relevant functions just like they would as part of an employer branding strategy. Employers are moving towards active sourcing strategies beyond job ads and headhunting. They must maintain and manage relations with promising talent once they have been identified. Finally, employers must ensure a positive candidate experience. This book serves as a handy reference for HR managers and talent recruiters.

The digitalization of businesses calls for new forms of leadership and collaboration, as traditional human resources strategies are reaching their limits. Personal responsibility, networking and diversity are increasingly recognized as key prerequisites for agility, adaptability and innovativeness. This book encourages HR managers who want to be pioneers of, or support, digital transformation to rethink their HR strategies. It begins with a clear illustration of the difference between stability and agility in leadership and organization. Building on this, it then guides the reader through a broad range of relevant HR topics and how they compare to the new strategic orientation. All major aspects of HR management are addressed, including recruitment, learning, talent management, remuneration, performance management, corporate training, executive development and change management. Providing a comprehensive, practical, differentiated and non-dogmatic alternative to traditional approaches, the book is a must-read for all those who are concerned with sustainable HR management in the era of digitalization.

Gute und wirksame Fuhrung setzt ein klares Fuhrungsverstandnis voraus. Das persoenliche Fuhrungsverstandnis einer Fuhrungskraft muss sich im Wesentlichen an den besonderen Bedingungen ihrer Fuhrungsumwelt orientieren. Fur die Entwicklung dieses richtigen Fuhrungsverstandnisses kann nur die Fuhrungskraft selbst verantwortlich sein. Fuhrungskrafte, die ihre Umwelt und ihre Rolle nicht reflektieren koennen, werden als Fuhrungskraft kaum erfolgreich sein. Sie werden irgendwie fuhren, intuitiv, basierend auf ihrem Bauchgefuhl. Das kann funktionieren. Fur eine vertrauensvolle Fuhrungskraft-Gefuhrten-Beziehung ware dies allerdings nachteilig. Dieses Buch liefert nicht nur theoretische Grundlagen, sondern auch praktische Hilfestellungen, die sich uber viele Jahre hinweg in der Praxis bewahrt haben. Mithilfe dieses Buches lernen Fuhrungskrafte, ihre Fuhrungsumwelt zu verstehen und darauf aufbauend ihr Fuhrungsverstandnis zu entwickeln. Weiterhin wird gezeigt, wie sie ihr Fuhrungsverstandnis vermitteln und danach handeln koennen. Insofern wird in diesem Buch auf die Darstellung eines normativen, idealen und allgemeingultigen Ansatzes bewusst verzichtet. Darin unterscheidet sich dieses Buch von vielen anderen Werken, die ein einziges Fuhrungsideal propagieren. Dieses Buch richtet sich an Fuhrungskrafte, Fuhrungsnachwuchskrafte, Fuhrungskraftetrainer, Fuhrungskrafte-Coaches, Geschaftsfuhrer und Personalleiter mit Fokus auf Fuhrungskrafteentwicklung und Talentmanagement.