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Performance management is changing. Adapt your approach along with
it. For decades, performance management has been seen as an annual
chore by managers and HR departments alike. But this process is
changing, and there are ways to make it more effective at all
levels of your organization. If you read nothing else on
performance management in your organization, read these 10
articles. We've combed through hundreds of Harvard Business Review
articles and selected the most important ones to help you make your
process more adaptable, conduct better feedback conversations, and
encourage the growth of your employees. This book will inspire you
to: Learn where current performance management processes are
falling short Overcome organizational bias to evaluate performance
fairly Sculpt employees' jobs to meet their skill sets and
interests Boost collaboration by aligning goals across functions
Use people analytics ethically and transparently Help your people
identify and use their strengths This collection of articles
includes "The Performance Management Revolution," by Peter Cappelli
and Anna Tavis; "Reinventing Performance Management," by Marcus
Buckingham and Ashley Goodall; "Getting 360-Degree Feedback Right,"
by Maury A. Peiperl; "The Set-Up-to-Fail Syndrome," by
Jean-François Manzoni and Jean-Louis Barsoux; "Job Sculpting: The
Art of Retaining Your Best People," by Timothy Butler and James
Waldroop; "Performance Management Shouldn't Kill Collaboration," by
Heidi K. Gardner and Ivan Matviak; "The Happy Tracked Employee," by
Ben Waber; "Don't Let Metrics Undermine Your Business," by Michael
Harris and Bill Tayler; "Numbers Take Us Only So Far," by Maxine
Williams; "Managers Can't Do It All," by Diane Gherson and Lynda
Gratton; and "Creating Sustainable Performance," by Gretchen
Spreitzer and Christine Porath. HBR's 10 Must Reads paperback
series is the definitive collection of books for new and
experienced leaders alike. Leaders looking for the inspiration that
big ideas provide, both to accelerate their own growth and that of
their companies, should look no further. HBR's 10 Must Reads series
focuses on the core topics that every ambitious manager needs to
know: leadership, strategy, change, managing people, and managing
yourself. Harvard Business Review has sorted through hundreds of
articles and selected only the most essential reading on each
topic. Each title includes timeless advice that will be relevant
regardless of an everâ€changing business environment.
Performance management is changing. Adapt your approach along with
it. For decades, performance management has been seen as an annual
chore by managers and HR departments alike. But this process is
changing, and there are ways to make it more effective at all
levels of your organization. If you read nothing else on
performance management in your organization, read these 10
articles. We've combed through hundreds of Harvard Business Review
articles and selected the most important ones to help you make your
process more adaptable, conduct better feedback conversations, and
encourage the growth of your employees. This book will inspire you
to: Learn where current performance management processes are
falling short Overcome organizational bias to evaluate performance
fairly Sculpt employees' jobs to meet their skill sets and
interests Boost collaboration by aligning goals across functions
Use people analytics ethically and transparently Help your people
identify and use their strengths This collection of articles
includes "The Performance Management Revolution," by Peter Cappelli
and Anna Tavis; "Reinventing Performance Management," by Marcus
Buckingham and Ashley Goodall; "Getting 360-Degree Feedback Right,"
by Maury A. Peiperl; "The Set-Up-to-Fail Syndrome," by
Jean-François Manzoni and Jean-Louis Barsoux; "Job Sculpting: The
Art of Retaining Your Best People," by Timothy Butler and James
Waldroop; "Performance Management Shouldn't Kill Collaboration," by
Heidi K. Gardner and Ivan Matviak; "The Happy Tracked Employee," by
Ben Waber; "Don't Let Metrics Undermine Your Business," by Michael
Harris and Bill Tayler; "Numbers Take Us Only So Far," by Maxine
Williams; "Managers Can't Do It All," by Diane Gherson and Lynda
Gratton; and "Creating Sustainable Performance," by Gretchen
Spreitzer and Christine Porath. HBR's 10 Must Reads paperback
series is the definitive collection of books for new and
experienced leaders alike. Leaders looking for the inspiration that
big ideas provide, both to accelerate their own growth and that of
their companies, should look no further. HBR's 10 Must Reads series
focuses on the core topics that every ambitious manager needs to
know: leadership, strategy, change, managing people, and managing
yourself. Harvard Business Review has sorted through hundreds of
articles and selected only the most essential reading on each
topic. Each title includes timeless advice that will be relevant
regardless of an everâ€changing business environment.
A GLOBE & MAIL BEST BUSINESS BOOK OF 2021 The COVID-19 pandemic
forced an unprecedented experiment that reshaped white-collar work
and turned remote work into a kind of "new normal." Now comes the
hard part. Many employees want to continue that normal and keep
working remotely, and most at least want the ability to work
occasionally from home. But for employers, the benefits of
employees working from home or hybrid approaches are not so
obvious. What should both groups do? In a prescient new book, The
Future of the Office: Work from Home, Remote Work, and the Hard
Choices We All Face, Wharton professor Peter Cappelli lays out the
facts in an effort to provide both employees and employers with a
vision of their futures. Cappelli unveils the surprising tradeoffs
both may have to accept to get what they want. Cappelli illustrates
the challenges we face by in drawing lessons from the pandemic and
deciding what to do moving forward. Do we allow some workers to be
permanently remote? Do we let others choose when to work from home?
Do we get rid of their offices? What else has to change, depending
on the approach we choose? His research reveals there is no
consensus among business leaders. Even the most high-profile and
forward-thinking companies are taking divergent
approaches:Facebook, Twitter, and other tech companies say many
employees can work remotely on a permanent basis. Goldman Sachs, JP
Morgan, and others say it is important for everyone to come back to
the office.Ford is redoing its office space so that most employees
can work from home at least part of the time, and GM is planning to
let local managers work out arrangements on an ad-hoc basis. As
Cappelli examines, earlier research on other types of remote work,
including telecommuting offers some guidance as to what to expect
when some people will be in the office and others work at home, and
also what happened when employers tried to take back offices.
Neither worked as expected. In a call to action for both employers
and employees, Cappelli explores how we should think about the
choices going forward as well as who wins and who loses. As he
implores, we have to choose soon.
A comprehensive and insightful look at the modern workplace and how
employees are managed, where the new approach is driven by the
quirks of financial accounting to the detriment of employees and
the long-term success of the organization. Real wages have
stagnated or declined for most workers, job insecurity has
increased, and retirement income is uncertain. Hours of work for
white collar employees have increased steadily, opportunities for
advancement have withered, and evidence of the negative effects of
workplace stress on health continues to accumulate. Why have jobs
gotten so much worse? As Peter Cappelli argues, these issues are
not a result of companies trying to be cost effective. They stem
from the logic of financial accounting—the arbiter for
determining whether a company is maximizing shareholder value—and
its fundamental flaws in dealing with human capital. Financial
accounting views employee costs as fixed costs that cannot be
reduced and fails to account for the costs of bad employees and
poor management. The simple goal of today's executives is to drive
down employment costs, even if it raises costs elsewhere. In Our
Least Important Asset, Cappelli argues that the financial
accounting problem explains many puzzling practices in contemporary
management—employers' emphasis on costs per hire over the quality
of hires, the replacement of regular employees with "leased"
workers, the shift to unlimited vacations, and the transition of
hiring responsibilities from professional recruiters to more
expensive line managers. In the process, employers undercut all the
evidence about what works to improve the quality, productivity, and
creativity of workers. Drawing on decades of experience and
research, Cappelli provides a comprehensive and insightful critique
of the modern workplace where the gaps in financial accounting make
things worse for everyone, from employees to investors.
How HR can lead. If you read nothing else on reinventing human
resources, read these 10 articles. We've combed through hundreds of
Harvard Business Review articles and selected the most important
ones on how HR leaders can partner with the C-suite, drive change
throughout the organization, and develop the workforce of the
future. This book will inspire you to: Overhaul performance
management practices to jump-start motivation and engagement Use
agile processes to transform how you hire, develop, and manage
people Establish diversity programs that increase innovation and
competitiveness as well as inclusion Use people analytics to bring
unprecedented insight to hiring and talent management Prepare your
company for the double waves of artificial intelligence and an
older workforce Close the gap between HR and strategy This
collection of articles includes: "People Before Strategy: A New
Role for the CHRO," by Ram Charan, Dominic Barton, and Dennis
Carey; "How Netflix Reinvented HR," by Patty McCord; "HR Goes
Agile," by Peter Cappelli and Anna Tavis; "Reinventing Performance
Management," by Marcus Buckingham and Ashley Goodall; "Better
People Analytics," by Paul Leonardi and Noshir Contractor;
"21st-Century Talent Spotting," by Claudio Fernandez-Araoz; "Tours
of Duty: The New Employer-Employee Contract," by Reid Hoffman, Ben
Casnocha, and Chris Yeh; "Creating the Best Workplace on Earth," by
Rob Goffee and Gareth Jones; "Why Diversity Programs Fail," by
Frank Dobbins and Alexandra Kalev; "When No One Retires," by Paul
Irving; and "Collaborative Intelligence: Humans and AI Are Joining
Forces," by H. James Wilson and Paul R. Daugherty.
A GLOBE & MAIL BEST BUSINESS BOOK OF 2021 The COVID-19 pandemic
forced an unprecedented experiment that reshaped white-collar work
and turned remote work into a kind of "new normal." Now comes the
hard part. Many employees want to continue that normal and keep
working remotely, and most at least want the ability to work
occasionally from home. But for employers, the benefits of
employees working from home or hybrid approaches are not so
obvious. What should both groups do? In a prescient new book, The
Future of the Office: Work from Home, Remote Work, and the Hard
Choices We All Face, Wharton professor Peter Cappelli lays out the
facts in an effort to provide both employees and employers with a
vision of their futures. Cappelli unveils the surprising tradeoffs
both may have to accept to get what they want. Cappelli illustrates
the challenges we face by in drawing lessons from the pandemic and
deciding what to do moving forward. Do we allow some workers to be
permanently remote? Do we let others choose when to work from home?
Do we get rid of their offices? What else has to change, depending
on the approach we choose? His research reveals there is no
consensus among business leaders. Even the most high-profile and
forward-thinking companies are taking divergent approaches:
Facebook, Twitter, and other tech companies say many employees can
work remotely on a permanent basis. Goldman Sachs, JP Morgan, and
others say it is important for everyone to come back to the office.
Ford is redoing its office space so that most employees can work
from home at least part of the time, and GM is planning to let
local managers work out arrangements on an ad-hoc basis. As
Cappelli examines, earlier research on other types of remote work,
including telecommuting offers some guidance as to what to expect
when some people will be in the office and others work at home, and
also what happened when employers tried to take back offices.
Neither worked as expected. In a call to action for both employers
and employees, Cappelli explores how we should think about the
choices going forward as well as who wins and who loses. As he
implores, we have to choose soon.
Examines the talent management problem through a radical new lens.
Drawing from state-of-the-art supply chain management and numerous company examples, he presents four new principles for ensuring that your organization has the skills it needs - when it needs them.
Exploding growth. Soaring investment. Incoming talent waves.
India's top companies are scoring remarkable successes on these
fronts - and more. How? Instead of adopting management practices
that dominate Western businesses, they're applying fresh practices
of their ownin strategy, leadership, talent, and organizational
culture. In The India Way, the Wharton School India Team unveils
these companies' secrets. Drawing on interviews with leaders of
India's largest firms - including Mukesh Ambani of Reliance
Industries, Narayana Murthy of Infosys Technologies, and Vineet
Nayar of HCL Technologies - the authors identify what Indian
managers do differently, including: Looking beyond stockholders'
interests to public mission and national purpose Drawing on
improvisation, adaptation, and resilience to overcome endless
hurdles Identifying products and services of compelling value to
customers Investing in talent and building a stirring culture The
authors explain how these innovations work within Indian companies,
identifying those likely to remain indigenous and those that can be
adapted to the Western context. With its in-depth analysis and
research, The India Way offers valuable insights for all managers
seeking to strengthen their organization's performance.
The second half of the twentieth century witnessed a quite dramatic
shift in the nature of white collar employment, from lifetime
tenure, often in a very hierarchical work structure, to a new model
defined by flatter organizations, job insecurity, shorter tenures,
declining attachment between employer and employee, and contingent
work. Managing employment relations has become an issue of huge
strategic importance as businesses struggle to respond to the pace
of change in management systems and working practices. Employment
Relationships: New Models of White-Collar Work traces the latest
developments in employment arrangements drawn from a number of
business contexts. These include the rising role of outside hiring
and lateral moves in shaping and managing careers, increased career
uncertainty, and much greater variety in organizational structures
- even within industries and professions - as employers struggle to
meet the diverging demands of their product markets.
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Change at Work (Hardcover, New)
Peter Cappelli, Laurie Bassi, Harry Katz, David Knoke, Paul Osterman, …
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R1,173
Discovery Miles 11 730
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Ships in 12 - 17 working days
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Demonstrates how workers have paid the price for the widespread restructuring of American firms.
Peter Cappelli confronts the myth of the skills gap and provides an
actionable path forward to put people back to work. Even in a time
of perilously high unemployment, companies contend that they cannot
find the employees they need. Pointing to a skills gap, employers
argue applicants are simply not qualified; schools aren't preparing
students for jobs; the government isn't letting in enough
high-skill immigrants; and even when the match is right,
prospective employees won't accept jobs at the wages offered. In
this powerful and fast-reading book, Peter Cappelli, Wharton
management professor and director of Wharton's Center for Human
Resources, debunks the arguments and exposes the real reasons good
people can't get hired. Drawing on jobs data, anecdotes from all
sides of the employer-employee divide, and interviews with jobs
professionals, he explores the paradoxical forces bearing down on
the American workplace and lays out solutions that can help us
break through what has become a crippling employer-employee
stand-off. Among the questions he confronts: Is there really a
skills gap? To what extent is the hiring process being held hostage
by automated software that can crunch thousands of applications an
hour? What kind of training could best bridge the gap between
employer expectations and applicant realities, and who should foot
the bill for it? Are schools really at fault? Named one of HR
Magazine's Top 20 Most Influential Thinkers of 2011, Cappelli not
only changes the way we think about hiring but points the way
forward to rev America's job engine again.
The second half of the twentieth century witnessed a quite dramatic
shift in the nature of white collar employment, from lifetime
tenure, often in a very hierarchical work structure, to a new model
defined by flatter organizations, job insecurity, shorter tenures,
declining attachment between employer and employee, and contingent
work. Managing employment relations has become an issue of huge
strategic importance as businesses struggle to respond to the pace
of change in management systems and working practices. Employment
Relationships: New Models of White-Collar Work traces the latest
developments in employment arrangements drawn from a number of
business contexts. These include the rising role of outside hiring
and lateral moves in shaping and managing careers, increased career
uncertainty, and much greater variety in organizational structures
- even within industries and professions - as employers struggle to
meet the diverging demands of their product markets.
Peter Cappelli confronts the myth of the skills gap and provides an
actionable path forward to put people back to work. Even in a time
of perilously high unemployment, companies contend that they cannot
find the employees they need. Pointing to a skills gap, employers
argue applicants are simply not qualified; schools aren't preparing
students for jobs; the government isn't letting in enough
high-skill immigrants; and even when the match is right,
prospective employees won't accept jobs at the wages offered. In
this powerful and fast-reading book, Peter Cappelli, Wharton
management professor and director of Wharton's Center for Human
Resources, debunks the arguments and exposes the real reasons good
people can't get hired. Drawing on jobs data, anecdotes from all
sides of the employer-employee divide, and interviews with jobs
professionals, he explores the paradoxical forces bearing down on
the American workplace and lays out solutions that can help us
break through what has become a crippling employer-employee
stand-off. Among the questions he confronts: Is there really a
skills gap? To what extent is the hiring process being held hostage
by automated software that can crunch thousands of applications an
hour? What kind of training could best bridge the gap between
employer expectations and applicant realities, and who should foot
the bill for it? Are schools really at fault? Named one of HR
Magazine's Top 20 Most Influential Thinkers of 2011, Cappelli not
only changes the way we think about hiring but points the way
forward to rev America's job engine again.
A year's worth of management wisdom, all in one place. We've
reviewed the ideas, insights, and best practices from the past year
of Harvard Business Review to keep you up-to-date on the most
cutting-edge, influential thinking driving business today. With
authors from Marcus Buckingham to Amy Edmondson and company
examples from Lyft to Disney, this volume brings the most current
and important management conversations right to your fingertips.
This book will inspire you to: Rethink whether constant, candid
feedback really helps employees thrive Move beyond diversity and
inclusion to creating a racially just workplace Adopt connected
strategies that anticipate your customers' needs Navigate the
challenges of dual-career relationships Understand when data
creates competitive advantage—and when it doesn't Break
through the organizational barriers that impede AI initiatives Lead
in a new era of climate action This collection of articles includes
"The Feedback Fallacy," by Marcus Buckingham and Ashley Goodall;
"Cross-Silo Leadership," by Tiziana Casciaro, Amy C. Edmondson, and
Sujin Jang; "Toward a Racially Just Workplace," by Laura Morgan
Roberts and Anthony J. Mayo; "The Age of Continuous Connection," by
Nicolaj Siggelkow and Christian Terwiesch; "The Hard Truth about
Innovative Cultures," by Gary P. Pisano; "Creating a
Trans-Inclusive Workplace," by Christian N. Thoroughgood, Katina B.
Sawyer, and Jennica R. Webster; "When Data Creates Competitive
Advantage," by Andrei Hagiu and Julian Wright; "Your Approach to
Hiring Is All Wrong," by Peter Cappelli; "How Dual-Career Couples
Make It Work," by Jennifer Petriglieri; "Building the AI-Powered
Organization," by Tim Fountaine, Brian McCarthy, and Tamim Saleh;
"Leading a New Era of Climate Action," by Andrew Winston; and "That
Discomfort You're Feeling Is Grief," by Scott Berinato.
This book presents research that explains the persistence of good jobs and bad jobs in the economy.
When Peter Drucker wrote Concept of the Corporation in 1946, he
revealed what made the large American corporation tick. Similarly,
The Art of Japanese Management by Richard Pascale in 1981 explained
the unique practices developed by the Japanese to bring that
country's economy out of the ashes. The emerging Chinese
juggernauts-the Alibabas, Lenovos, and Haiers-need similar
revelation since they are a different breed in their own right.
Little is understood about them, how they work, and what makes them
such potentially imposing competitors. Now, based on unprecedented
access to the people who have created and grown the great private
companies of China-the "General Electrics and Sonys" of that
country, Michael Useem, Harbir Singh, Peter Cappelli and Neng Liang
bring to life the distinctive practices of Chinese business leaders
as they invent their own way forward to create world-class
companies, and provide a comprehensive look at the leaders and
businesses that are the future of the Chinese economy-and major
competition to Western companies. Chinese companies are emerging on
the global stage as never before, and their leadership lessons are
invaluable in understanding and coping with their growing
commercial presence worldwide. Company managers everywhere will
want to understand China's distinct way of doing business if they
are to compete against the companies that already dominate the
domestic Chinese market and are coming to the fore in foreign
markets, including the U.S.
The question of why some employers opt to lay off current workers
and hire new workers with different skills while other employers
retrain and retain their workers was examined. First, the
literature on employer-provided training and the role of social
capital in the workplace was reviewed. Next, data from a 1994
national employers survey of firms in the manufacturing sector with
more than 100 employees (of the 4,633 eligible establishments
contacted, 3,358 (73%) responded) were analyzed to test the
following hypotheses: (1) retraining should be more common where
employers use work systems that rely on social capital (strongly
supported); (2) the incidence of retraining should be greater where
fixed employment costs are greater (mixed support); (3) retraining
should be greater where other employer-provided training is greater
(rejected); and (4) employers who retrain at-risk employees do so
as part of a general policy of progressive employment practices
(not supported). The analysis established that retraining is driven
by the goal of preserving the social capital among current
employees that is generated by specific systems of work
organization. The explanations that retraining is just an employee
benefit driven by employer paternalism or is simply part of an
overall strategy of investment in training were rejected. A
variable correlation matrix is appended. (Contains 59 references.
The decision of whether to go to college, or where, is hampered by
poor information and inadequate understanding of the financial risk
involved.Adding to the confusion, the same degree can cost
dramatically different amounts for different people. A barrage of
advertising offers new degrees designed to lead to specific jobs,
but we see no information on whether graduates ever get those jobs.
Mix in a frenzied applications process, and pressure from
politicians for relevant" programs, and there is an urgent need to
separate myth from reality.Peter Cappelli, an acclaimed expert in
employment trends, the workforce, and education, provides hard
evidence that counters conventional wisdom and helps us make
cost-effective choices. Among the issues Cappelli analyzes are:What
is the real link between a college degree and a job that enables
you to pay off the cost of college, especially in a market that is
in constant change?Why it may be a mistake to pursue degrees that
will land you the hottest jobs because what is hot today is
unlikely to be so by the time you graduate.Why the most expensive
colleges may actually be the cheapest because of their ability to
graduate students on time.How parents and students can find out
what different colleges actually deliver to students and whether it
is something that employers really want.College is the biggest
expense for many families, larger even than the cost of the family
home, and one that can bankrupt students and their parents if it
works out poorly. Peter Cappelli offers vital insight for parents
and students to make decisions that both make sense financially and
provide the foundation that will help students make their way in
the world.
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