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 Harvard Business Essentials: Coaching and Mentoring
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| 19 pp.
| What Coaching Is All About: Its Place in Management
Publication Date: 08/10/2004
Product Type: HBS Press Chapter
HBS Number: 6044BC
Subjects: Coaching; Employee development; Management communication; Management of professionals; Mentors; Performance appraisal; Subordinates
Academic Discipline: Human resources management
Product Description: As companies increase their focus on developing employees' skills and performance, they rely more on formal and informal on-the-job training, including coaching, to develop those capacities. Being a successful coach is based on three components: technical help, personal support, and individual challenge. This chapter defines coaching and explains the benefits of effective coaching. May be used with: (6051BC) Preparing to Coach: Keep your Eyes, Ears, and Mind Open; (6075BC) Discussion: Where Minds Meet; (6082BC) Active Coaching and Follow-Up: Getting down to Business; (6105BC) Becoming a Better Coach: Beyond the Basics; (6112BC) Executive Coaching: When Bosses Need Help; (6136BC) Mentoring and Management: Developing Human Assets; (6143BC) The Right Match: Advice for Matchmakers; (6150BC) Being an Effective Mentor: And a Receptive Protege; (6167BC) Women and Minorities: Special Mentoring Challenges; (6174BC) Beyond Traditional Mentoring: Peers and Networks.
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| 13 pp.
| Preparing to Coach: Keep your Eyes, Ears, and Mind Open
Publication Date: 08/10/2004
Product Type: HBS Press Chapter
HBS Number: 6051BC
Subjects: Coaching; Employee development; Employee problems; Management communication; Management of professionals; Mentors; Performance appraisal; Planning
Academic Discipline: Human resources management
Product Description: Effective coaching requires some prior planning, and such planning allows you to take full advantage of every learning opportunity. Observation, listening, and meeting the challenge are elemental features of coaching for both the coach and the subordinate and result in more targeted and effective coaching sessions. May be used with: (6044BC) What Coaching Is All About: Its Place in Management; (6075BC) Discussion: Where Minds Meet; (6082BC) Active Coaching and Follow-Up: Getting down to Business; (6105BC) Becoming a Better Coach: Beyond the Basics; (6112BC) Executive Coaching: When Bosses Need Help; (6136BC) Mentoring and Management: Developing Human Assets; (6143BC) The Right Match: Advice for Matchmakers; (6150BC) Being an Effective Mentor: And a Receptive Protege; (6167BC) Women and Minorities: Special Mentoring Challenges; (6174BC) Beyond Traditional Mentoring: Peers and Networks.
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| 14 pp.
| Discussion: Where Minds Meet
Publication Date: 08/10/2004
Product Type: HBS Press Chapter
HBS Number: 6075BC
Subjects: Coaching; Communication; Employee development; Employee problems; Management communication; Management of professionals; Mentors; Performance appraisal
Academic Discipline: Human resources management
Product Description: Coaching actively requires not only direct observation, but a thorough discussion of what was objectively observed during the preparation phase. This important step provides both parties, coach and subordinate, the opportunity to talk openly about both perspectives in an attempt to identify where help is needed. Together, they can decide how to proceed and where to make improvements. May be used with: (6044BC) What Coaching Is All About: Its Place in Management; (6051BC) Preparing to Coach: Keep your Eyes, Ears, and Mind Open; (6082BC) Active Coaching and Follow-Up: Getting down to Business; (6105BC) Becoming a Better Coach: Beyond the Basics; (6112BC) Executive Coaching: When Bosses Need Help; (6136BC) Mentoring and Management: Developing Human Assets; (6143BC) The Right Match: Advice for Matchmakers; (6150BC) Being an Effective Mentor: And a Receptive Protege; (6167BC) Women and Minorities: Special Mentoring Challenges; (6174BC) Beyond Traditional Mentoring: Peers and Networks.
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| 20 pp.
| Active Coaching and Follow-Up: Getting down to Business
Publication Date: 09/10/2004
Product Type: HBS Press Chapter
HBS Number: 6082BC
Subjects: Action planning; Coaching; Collaboration; Employee development; Feedback; Goal setting; Management of professionals; Performance appraisal
Academic Discipline: Human resources management
Product Description: Active coaching is a collaborative effort, requiring both parties to be in agreement about goals, an action plan, and approach. This chapter addresses the one-on-one basics of coaching and explains how to handle feedback and achieve mutual satisfaction. Each coaching session is different, and this chapter offers tips on how to use the best approach to suit the situation. May be used with: (6044BC) What Coaching Is All About: Its Place in Management; (6051BC) Preparing to Coach: Keep your Eyes, Ears, and Mind Open; (6075BC) Discussion: Where Minds Meet; (6105BC) Becoming a Better Coach: Beyond the Basics; (6112BC) Executive Coaching: When Bosses Need Help; (6136BC) Mentoring and Management: Developing Human Assets; (6143BC) The Right Match: Advice for Matchmakers; (6150BC) Being an Effective Mentor: And a Receptive Protege; (6167BC) Women and Minorities: Special Mentoring Challenges; (6174BC) Beyond Traditional Mentoring: Peers and Networks.
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| 18 pp.
| Becoming a Better Coach: Beyond the Basics
Publication Date: 08/10/2004
Product Type: HBS Press Chapter
HBS Number: 6105BC
Subjects: Action planning; Coaching; Delegation of authority; Employee development; Goal setting; Interpersonal skills; Management of professionals; Teams; Work environment
Academic Discipline: Human resources management
Product Description: Coaching is a two-way activity, and good coaching is often the product of strong interpersonal skills. Although these skills are hard to teach, there are some trusted techniques — including delegation of chores and creating a positive working environment — that have been shown to greatly improve coaching sessions. This chapter offers some “do's and don'ts” observed by seasoned coaches. May be used with: (6044BC) What Coaching Is All About: Its Place in Management; (6051BC) Preparing to Coach: Keep your Eyes, Ears, and Mind Open; (6075BC) Discussion: Where Minds Meet; (6082BC) Active Coaching and Follow-Up: Getting down to Business; (6112BC) Executive Coaching: When Bosses Need Help; (6136BC) Mentoring and Management: Developing Human Assets; (6143BC) The Right Match: Advice for Matchmakers; (6150BC) Being an Effective Mentor: And a Receptive Protege; (6167BC) Women and Minorities: Special Mentoring Challenges; (6174BC) Beyond Traditional Mentoring: Peers and Networks.
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| 15 pp.
| Executive Coaching: When Bosses Need Help
Publication Date: 08/10/2004
Product Type: HBS Press Chapter
HBS Number: 6112BC
Subjects: Behavior; Coaching; Executives; Management of professionals; Managing superiors
Academic Discipline: Human resources management
Product Description: Seeking out the help of a professional executive coach is similar to seeking the help of a personal fitness coach. They offer the same kind of one-on-one customized approach to altering behaviors and overall performance. This chapter outlines the potential benefits of hiring an executive coach. May be used with: (6044BC) What Coaching Is All About: Its Place in Management; (6051BC) Preparing to Coach: Keep your Eyes, Ears, and Mind Open; (6075BC) Discussion: Where Minds Meet; (6082BC) Active Coaching and Follow-Up: Getting down to Business; (6105BC) Becoming a Better Coach: Beyond the Basics; (6136BC) Mentoring and Management: Developing Human Assets; (6143BC) The Right Match: Advice for Matchmakers; (6150BC) Being an Effective Mentor: And a Receptive Protege; (6167BC) Women and Minorities: Special Mentoring Challenges; (6174BC) Beyond Traditional Mentoring: Peers and Networks.
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| 17 pp.
| Mentoring and Management: Developing Human Assets
Publication Date: 08/10/2004
Product Type: HBS Press Chapter
HBS Number: 6136BC
Subjects: Coaching; Employee development; Human resources management; Management of professionals; Mentors
Academic Discipline: Human resources management
Product Description: Differentiating between mentoring and coaching is important when trying to understand the function of each. This chapter seeks to define mentoring and to outline its benefits and challenges, as well as show how it differs from coaching. It is important to understand the role of mentoring in the development of human assets. May be used with: (6044BC) What Coaching Is All About: Its Place in Management; (6051BC) Preparing to Coach: Keep your Eyes, Ears, and Mind Open; (6075BC) Discussion: Where Minds Meet; (6082BC) Active Coaching and Follow-Up: Getting down to Business; (6105BC) Becoming a Better Coach: Beyond the Basics; (6143BC) The Right Match: Advice for Matchmakers; (6150BC) Being an Effective Mentor: And a Receptive Protege; (6167BC) Women and Minorities: Special Mentoring Challenges; (6174BC) Beyond Traditional Mentoring: Peers and Networks; (6112BC) Executive Coaching: When Bosses Need Help.
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| 16 pp.
| The Right Match: Advice for Matchmakers
Publication Date: 08/10/2004
Product Type: HBS Press Chapter
HBS Number: 6143BC
Subjects: Coaching; Employee development; Human relations; Human resources management; Interpersonal relations; Management of professionals; Mentors; Proteges
Academic Discipline: Human resources management
Product Description: Being a productive mentor requires a certain chemistry between mentor and protege. Some executives have the right personal makeup to be an effective mentor, and some do not. This chapter examines how to identify a potential mentor, as well as an ambitious learner. May be used with: (6044BC) What Coaching Is All About: Its Place in Management; (6051BC) Preparing to Coach: Keep your Eyes, Ears, and Mind Open; (6075BC) Discussion: Where Minds Meet; (6082BC) Active Coaching and Follow-Up: Getting down to Business; (6105BC) Becoming a Better Coach: Beyond the Basics; (6112BC) Executive Coaching: When Bosses Need Help; (6136BC) Mentoring and Management: Developing Human Assets; (6150BC) Being an Effective Mentor: And a Receptive Protege; (6167BC) Women and Minorities: Special Mentoring Challenges; (6174BC) Beyond Traditional Mentoring: Peers and Networks.
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| 17 pp.
| Being an Effective Mentor: And a Receptive Protege
Publication Date: 08/10/2004
Product Type: HBS Press Chapter
HBS Number: 6150BC
Subjects: Careers & career planning; Coaching; Employee development; Human relations; Human resources management; Management of professionals; Mentors; Proteges
Academic Discipline: Human resources management
Product Description: Identifying the personal characteristics and behaviors of effective mentors is important in the development of human assets. This chapter not only offers tips on how mentors should conduct themselves, but also serves as a tool to teach those interested in expanding their careers at work. In addition, the chapter explains how to be an effective protege and why this is important. May be used with: (6044BC) What Coaching Is All About: Its Place in Management; (6051BC) Preparing to Coach: Keep your Eyes, Ears, and Mind Open; (6075BC) Discussion: Where Minds Meet; (6082BC) Active Coaching and Follow-Up: Getting down to Business; (6105BC) Becoming a Better Coach: Beyond the Basics; (6112BC) Executive Coaching: When Bosses Need Help; (6136BC) Mentoring and Management: Developing Human Assets; (6143BC) The Right Match: Advice for Matchmakers; (6167BC) Women and Minorities: Special Mentoring Challenges; (6174BC) Beyond Traditional Mentoring: Peers and Networks.
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| 11 pp.
| Women and Minorities: Special Mentoring Challenges
Publication Date: 08/10/2004
Product Type: HBS Press Chapter
HBS Number: 6167BC
Subjects: Coaching; Employee development; Human relations; Management of professionals; Mentors; Minority & ethnic groups; Proteges; Women in business
Academic Discipline: Human resources management
Product Description: Developing mentoring relationships across gender and racial lines is considered an obstacle that many women and minorities face. Because mentoring is a two-way activity, proteges often look to someone who is “like” them. Developing effective relationships across these divides requires a willingness on both sides, and this chapter highlights some of the struggles and rewards of that effort. May be used with: (6044BC) What Coaching Is All About: Its Place in Management; (6051BC) Preparing to Coach: Keep your Eyes, Ears, and Mind Open; (6075BC) Discussion: Where Minds Meet; (6082BC) Active Coaching and Follow-Up: Getting down to Business; (6105BC) Becoming a Better Coach: Beyond the Basics; (6112BC) Executive Coaching: When Bosses Need Help; (6136BC) Mentoring and Management: Developing Human Assets; (6143BC) The Right Match: Advice for Matchmakers; (6150BC) Being an Effective Mentor: And a Receptive Protege; (6174BC) Beyond Traditional Mentoring: Peers and Networks.
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| 14 pp.
| Beyond Traditional Mentoring: Peers and Networks
Publication Date: 08/10/2004
Product Type: HBS Press Chapter
HBS Number: 6174BC
Subjects: Coaching; Employee development; Human relations; Management of professionals; Mentors; Minority & ethnic groups; Models; Networking; Peers; Women in business
Academic Discipline: Human resources management
Product Description: Moving away from the traditional model of an experienced manager offering sage advice to a lower ranking employee to a more nontraditional approach has proven to be effective. Establishing mentoring networks that include both peers and higher level employees is one viable model this chapter explores. This model, along with others, including peer-to-peer mentoring, are valuable ways of sharing experiences and providing mutual support. May be used with: (6044BC) What Coaching Is All About: Its Place in Management; (6051BC) Preparing to Coach: Keep your Eyes, Ears, and Mind Open; (6075BC) Discussion: Where Minds Meet; (6082BC) Active Coaching and Follow-Up: Getting down to Business; (6105BC) Becoming a Better Coach: Beyond the Basics; (6112BC) Executive Coaching: When Bosses Need Help; (6136BC) Mentoring and Management: Developing Human Assets; (6143BC) The Right Match: Advice for Matchmakers; (6150BC) Being an Effective Mentor: And a Receptive Protege; (6167BC) Women and Minorities: Special Mentoring Challenges.
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| Harvard Business Essentials: Guide to Hiring and Keeping the Best People
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| 45 pp.
| The Hiring Process: Attracting the Best People
Publication Date: 12/04/2002
Product Type: HBS Press Chapter
HBS Number: 7027BC
Subjects: Employee testing; Employment; Employment interviews; Job descriptions; Recruitment
Academic Discipline: Human resources management
Product Description: Like most activities undertaken by organizations, hiring is a business process in which inputs are turned into outputs. To maximize your output, this chapter begins with a five-step process for effective hiring, from determining the job requirements to making an offer to identifying and securing the best candidate. May be used with: (7034BC) Beyond the Hiring Basics: Details You Need to Know; (7058BC) Keeping the Best: Essential Retention Strategies; (7072BC) Market-Wise Retention: Competing in the War for Talent; (7089BC) Developing the Talent You Have: Strategies for Training and Development; (7096BC) Workplace Factors That Affect Hiring and Retention: Focusing on Culture; (7102BC) When All Else Fails: Keeping Talented Employees, Even After They Leave.
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| 31 pp.
| Beyond the Hiring Basics: Details You Need to Know
Publication Date: 12/04/2002
Product Type: HBS Press Chapter
HBS Number: 7034BC
Subjects: Employee retention; Employee testing; Employment; Psychology; Recruitment
Academic Discipline: Human resources management
Product Description: Using a conceptual framework of “embedded life interests,” this chapter delves more deeply into how to recruit the most appropriate individual for a specific job. To that end, it also addresses online recruiting, the use of “head hunters” and search firms, and the pros and cons of psychological testing. May be used with: (7027BC) The Hiring Process: Attracting the Best People; (7058BC) Keeping the Best: Essential Retention Strategies; (7072BC) Market-Wise Retention: Competing in the War for Talent; (7089BC) Developing the Talent You Have: Strategies for Training and Development; (7096BC) Workplace Factors That Affect Hiring and Retention: Focusing on Culture; (7102BC) When All Else Fails: Keeping Talented Employees, Even After They Leave.
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| 33 pp.
| Keeping the Best: Essential Retention Strategies
Publication Date: 12/04/2002
Product Type: HBS Press Chapter
HBS Number: 7058BC
Subjects: Diversity; Employee retention; Employees; Employment; Human resources management; Intellectual capital; Work force management
Academic Discipline: Organizational behavior & leadership
Product Description: Distilling recent research findings, this chapter explores why employee retention is valuable in terms of customer satisfaction, turnover costs, and business performance. It then provides eight practical steps to improving retention. May be used with: (7027BC) The Hiring Process: Attracting the Best People; (7034BC) Beyond the Hiring Basics: Details You Need to Know; (7072BC) Market-Wise Retention: Competing in the War for Talent; (7089BC) Developing the Talent You Have: Strategies for Training and Development; (7096BC) Workplace Factors That Affect Hiring and Retention: Focusing on Culture; (7102BC) When All Else Fails: Keeping Talented Employees, Even After They Leave.
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| 19 pp.
| Market-Wise Retention: Competing in the War for Talent
Publication Date: 12/04/2002
Product Type: HBS Press Chapter
HBS Number: 7072BC
Subjects: Compensation; Employee turnover; Employment; Intellectual capital; Value creation; Work force management
Academic Discipline: Human resources management
Product Description: From a market perspective, some employees add more value to a company than others. This chapter focuses on why managers should be less concerned with overall turnover and more concerned with focusing retention resources on those employees who offer the most value to the organization. May be used with: (7027BC) The Hiring Process: Attracting the Best People; (7034BC) Beyond the Hiring Basics: Details You Need to Know; (7058BC) Keeping the Best: Essential Retention Strategies; (7089BC) Developing the Talent You Have: Strategies for Training and Development; (7096BC) Workplace Factors That Affect Hiring and Retention: Focusing on Culture; (7102BC) When All Else Fails: Keeping Talented Employees, Even After They Leave.
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| 18 pp.
| Developing the Talent You Have: Strategies for Training and Development
Publication Date: 12/04/2002
Product Type: HBS Press Chapter
HBS Number: 7089BC
Subjects: Career advancement; Employee retention; Employee training; Employment; Mentors
Academic Discipline: Human resources management
Product Description: While many companies consider employee training a good investment, others question how the organization benefits if employees move on and take that training elsewhere. Encouraging employee training and development, this chapter describes several cost-effective methods of doing it while retaining the most competent individuals. May be used with: (7027BC) The Hiring Process: Attracting the Best People; (7034BC) Beyond the Hiring Basics: Details You Need to Know; (7058BC) Keeping the Best: Essential Retention Strategies; (7072BC) Market-Wise Retention: Competing in the War for Talent; (7096BC) Workplace Factors That Affect Hiring and Retention: Focusing on Culture; (7102BC) When All Else Fails: Keeping Talented Employees, Even After They Leave.
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| 25 pp.
| Workplace Factors That Affect Hiring and Retention: Focusing on Culture
Publication Date: 12/04/2002
Product Type: HBS Press Chapter
HBS Number: 7096BC
Subjects: Employee morale; Employee retention; Flexible hours; Human resources management; Women in business; Work environment; Work life balance
Academic Discipline: Human resources management
Product Description: This chapter explains the work-life balance factors that affect the retention of valuable employees and how managers can alter the workplace environment to appeal to new candidates and avoid employee burnout. May be used with: (7027BC) The Hiring Process: Attracting the Best People; (7034BC) Beyond the Hiring Basics: Details You Need to Know; (7058BC) Keeping the Best: Essential Retention Strategies; (7072BC) Market-Wise Retention: Competing in the War for Talent; (7089BC) Developing the Talent You Have: Strategies for Training and Development; (7102BC) When All Else Fails: Keeping Talented Employees, Even After They Leave.
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| 12 pp.
| When All Else Fails: Keeping Talented Employees, Even After They Leave
Publication Date: 12/04/2002
Product Type: HBS Press Chapter
HBS Number: 7102BC
Subjects: Employee turnover; Employment; Employment interviews; Networking; Relationship management
Academic Discipline: Organizational behavior & leadership
Product Description: The departure of a good employee need not be the end of your relationship with that individual and may, instead, garner you new customers, sources of market intelligence, candidates for outsourced projects, and insight into the root causes of employee turnover. This chapter discusses using exit interviews and alumni networks to maintain these relationships. May be used with: (7027BC) The Hiring Process: Attracting the Best People; (7034BC) Beyond the Hiring Basics: Details You Need to Know; (7058BC) Keeping the Best: Essential Retention Strategies; (7072BC) Market-Wise Retention: Competing in the War for Talent; (7089BC) Developing the Talent You Have: Strategies for Training and Development; (7096BC) Workplace Factors That Affect Hiring and Retention: Focusing on Culture.
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| Harvard Business Essentials: Manager’s Toolkit — The 13 Skills Managers Need to Succeed
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| 18 pp.
| Setting Goals that Others Will Pursue: Committing to an Outcome
Publication Date: 02/18/2004
Product Type: HBS Press Chapter
HBS Number: 5047BC
Subjects: After action reviews; Goal setting; Management by objectives; Management communication; Management of professionals; Priorities
Academic Discipline: General management
Product Description: By setting goals and measuring their achievement, you can focus on what is most important, waste less energy on noncritical tasks, and achieve greater results. Whether your organization takes a top-down approach to goal setting or a bottom-up one, you are responsible for setting goals for your unit and for yourself. This chapter breaks down the priorities, the obstacles, and the after-action review of goal setting and achieving. May be used with: (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
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| 28 pp.
| Hiring the Best: The Role of Human Assets
Publication Date: 02/18/2004
Product Type: HBS Press Chapter
HBS Number: 5078BC
Subjects: Employee benefits; Employee training; Human capital; Human resources management; Interviews; Personnel policies; Recruitment
Academic Discipline: General management
Product Description: In a world where human assets have become the key differentiator between competing firms, the quality and capabilities of the people you bring onto your team will determine its success. And like many other activities undertaken by organizations, hiring is a business process — a set of activities that turn inputs into outputs. This chapter examines this five-step process for getting the most out of your personnel investments. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
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| 26 pp.
| Keeping the Best: Why Retention Matters
Publication Date: 02/18/2004
Product Type: HBS Press Chapter
HBS Number: 5085BC
Subjects: Compensation; Employee benefits; Employee morale; Employee retention; Employee training; Human resources management; Personnel policies
Academic Discipline: General management
Product Description: This chapter focuses on employee retention. It explains why it is so important to your business — and why it is so challenging. The chapter provides insights into why people stay with their current employers and what factors influence them to leave. It also offers suggestions on what you, as a manager, can do to retain your best people. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed.
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| 17 pp.
| Delegating with Confidence: Avoid Being Overworked and Overwhelmed
Publication Date: 02/18/2004
Product Type: HBS Press Chapter
HBS Number: 5108BC
Subjects: Delegation of authority; Management communication; Management of professionals
Academic Discipline: General management
Product Description: Delegation is one of the most important skills demonstrated by successful managers and the one often neglected by overworked managers. Effective delegators spend less time doing and more time planning work assignments, organizing resources for delegates, and coaching people who need help. This chapter explains the principles of delegating and gives practical ideas for applying them. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
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| 18 pp.
| Managing Your Time: Making the Most Out of Your Day
Publication Date: 02/18/2004
Product Type: HBS Press Chapter
HBS Number: 5115BC
Subjects: Time wasters; Upper management; Work environment; Work hours
Academic Discipline: General management
Product Description: Time management is about forcing yourself to be explicit about what you value in your professional and personal life, which in turn helps avoid burnout stress while making you more productive. This chapter gives you the tools to manage your work week better while avoiding time wasters such as overreaching, reverse delegation, procrastination, avoidable travel, and unnecessary meetings. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
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| 25 pp.
| Managing Teams: Forming a Team that Makes a Difference
Publication Date: 02/18/2004
Product Type: HBS Press Chapter
HBS Number: 5139BC
Subjects: Collaboration; Employee morale; Group decision making; Group dynamics; Interpersonal behavior; Management communication; Management of professionals; Management teams; Team leadership
Academic Discipline: General management
Product Description: Individuals are the source of most innovative ideas, but teams of people working together are an organization's best instruments for turning those ideas into marketable products and services. You, as a manager, must learn how to act in this setting — where you cannot be the boss — finding a collaborative way to contribute and support your colleagues. This chapter teaches you that skill. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
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| 31 pp.
| Appraisal and Coaching: Improving Results with Feedback
Publication Date: 02/18/2004
Product Type: HBS Press Chapter
HBS Number: 5146BC
Subjects: Coaching; Employee development; Employee morale; Feedback; Management of professionals; Performance effectiveness; Performance measurement
Academic Discipline: General management
Product Description: The first half of this chapter shows you how to handle a performance appraisal and offers eight steps for doing it right. The balance of the chapter explains how to improve performance through coaching. These two activities provide opportunities for both the manager and the subordinate to provide feedback to one another on what is working and what is not — feedback that is an essential element of management. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
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| 23 pp.
| Handling Problem Employees: Motivating and Letting Go
Publication Date: 02/18/2004
Product Type: HBS Press Chapter
HBS Number: 5153BC
Subjects: Employees; Motivation; Performance management; Terminations
Academic Discipline: Human resources management
Product Description: Although some employees can be helped through coaching that corrects performance pitfalls, others are able to do the job, but for some reason or another, are not motivated to do it. This chapter deals with the unmotivated employee. It concentrates on motivating problem employees, dealing with “C” employees, and handling dismissals when necessary. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
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| 19 pp.
| Dealing with Crises: Don’t Wait Until They Hit
Publication Date: 02/18/2004
Product Type: HBS Press Chapter
HBS Number: 5160BC
Subjects: Change management; Crisis management; Decision making; Problem solving; Risk management
Academic Discipline: General management
Product Description: Crises affect all businesses sooner or later. Some are preventable. Others can be anticipated. But no matter what their origins, the things managers do and the decisions they make can make the situation a lot worse — or better. This chapter offers practical ideas for preventing crises, anticipating them, and managing them when they occur. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
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| 25 pp.
| Developing Your Career: And Theirs
Publication Date: 02/18/2004
Product Type: HBS Press Chapter
HBS Number: 5184BC
Subjects: Career advancement; Career changes; Careers & career planning; Management communication; Mentors
Academic Discipline: Organizational behavior & leadership
Product Description: Career development is the process of assessing where you are in your work life, deciding where you want to be, and then making the changes necessary to get there. It's a process you can manage and an opportunity for you to lead by example. This chapter gives you practical ideas for managing your career and mentoring the careers of those who work for you — whether you are both just beginning or well along the road. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
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| 19 pp.
| Becoming a Leader: The Final Challenge
Publication Date: 02/18/2004
Product Type: HBS Press Chapter
HBS Number: 5191BC
Subjects: Conflict; Leadership; Management by objectives; Management communication; Management of professionals; Motivation; Vision
Academic Discipline: General management
Product Description: To be effective, leadership cannot only be about inspiration and grand visions; it must also be about getting results. Managers become leaders when they create a vision that others will follow, align people and resources with their vision, use communication skills to muster support, gather resources, motivate others to do their best, and harness the power of creative conflict. This chapter helps you navigate this course. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
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| 14 pp.
| Strategy: A Primer
Publication Date: 02/18/2004
Product Type: HBS Press Chapter
HBS Number: 5214BC
Subjects: Competitive advantage; Competitive decision making; Strategic market planning; Strategy formulation; Strategy implementation
Academic Discipline: Competitive strategy
Product Description: Operational efficiency is about doing things right; strategy is about doing the right things. This chapter focuses on how to formulate strategies that will differentiate your enterprise, giving it competitive advantage, and on how to scan the horizon for new opportunities or for changes that may undermine your current strategy. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
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| 31 pp.
| Budgeting: Seeing the Future
Publication Date: 02/18/2004
Product Type: HBS Press Chapter
HBS Number: 5221BC
Subjects: Budgeting; Business expenses; Financial literacy; Financial management; Financing; Long term financing; Operating costs; Short term financing
Academic Discipline: Finance
Product Description: Budgeting can cause stress and conflict, eating up lots of hours. But a good budget can be the difference between financial success and insolvency. In this chapter, you'll learn about the many types of budgets that serve different purposes. You'll also learn how to determine which type most effectively helps you meet your business goals. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
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| 22 pp.
| Understanding Financial Statements: Making More Authoritative Decisions
Publication Date: 02/18/2004
Product Type: HBS Press Chapter
HBS Number: 5238BC
Subjects: Balance sheets; Business expenses; Cash flow statements; Financial accounting; Financial literacy; Financial management; Financial planning; Financial reporting; Income statements
Academic Discipline: Finance
Product Description: What is the state of your company's financial health? This chapter helps you answer that question by explaining the three essential financial statements: the balance sheet, the income statement, and the cash flow statement. It also helps you understand some of the managerial issues implicit in them and broadens your financial know-how through discussion of two vital concepts: financial leverage and the financial structure of the firm. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
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| 18 pp.
| Net Present Value and Internal Rate of Return: Accounting for Time
Publication Date: 02/18/2004
Product Type: HBS Press Chapter
HBS Number: 5245BC
Subjects: Decision making; Financial analysis; Financial management; Financial strategy; Inflation; Present value; Rates of return
Academic Discipline: Finance
Product Description: This chapter introduces you to financial decision-making tools that account for time value: specifically, present and future value, net present value, and internal rate of return. These are among the most powerful and useful decision tools available to managers. Whether you're considering the development of a new product, the purchase of a new asset, or any other type of investment, these time-value tools are essential. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
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| 8 pp.
| Breakeven Analysis and Operating Leverage: Understanding Cash Flow
Publication Date: 02/18/2004
Product Type: HBS Press Chapter
HBS Number: 5252BC
Subjects: Breakeven analysis; Budgeting; Cash flow; Contribution margin; Financial analysis; Financial literacy; Financial management; Fixed costs; Operating leverage; Variable costs
Academic Discipline: Finance
Product Description: This chapter explains breakeven analysis — how much (or how much more) you need to sell to pay for a fixed investment — another financial tool that many managers find useful in making decisions. The chapter elucidates this and several other concepts that that every manager should understand (fixed costs, variable costs, contribution margin, and operating leverage) to determine at what point you will break even on your cash flow and when you will exceed it. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time.
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| Harvard Business Essentials: Performance Management: Measure and Improve the Effectiveness of Your Employees
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| 20 pp.
| Goals: Guides to Action
Publication Date: 03/31/2006
Product Type: HBS Press Chapter
HBS Number: 7362BC
Subjects: Goal setting; Human resources management; Performance effectiveness; Performance measurement
Academic Discipline: Human resources management
Product Description: One of a manager's essential responsibilities is to set goals for the unit and each of its members. This chapter explains the characteristics of meaningful goals and how to align people to ensure that goals are attained. May be used with: (7386BC) Motivation: The Not-So-Secret Ingredient of High Performance; (7409BC) Monitoring Performance: Looking for What's Going Wrong and Right; (7416BC) Closing Gaps and Improving Performance: The Basics of Coaching; (7447BC) Becoming a Better Coach: Beyond the Basics; (7454BC) Formal Performance Appraisal: Improving Results Through Feedback; (7478BC) Intractable Performance Problems: Face Them Head-On; (7461BC) Employee Development: Helping People Grow in Their Careers.
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| 23 pp.
| Motivation: The Not-So-Secret Ingredient of High Performance
Publication Date: 03/31/2006
Product Type: HBS Press Chapter
HBS Number: 7386BC
Subjects: Human resources management; Incentives; Motivation; Performance effectiveness; Performance measurement
Academic Discipline: Human resources management
Product Description: Motivation can be self-generating or the product of good management. Either way, motivation is an important part of performance management because simply having a common goal is not enough. A person may understand the goal at hand, but may not have the motivation to pursue it. This chapter outlines several theories of motivation. May be used with: (7409BC) Monitoring Performance: Looking for What's Going Wrong and Right; (7416BC) Closing Gaps and Improving Performance: The Basics of Coaching; (7447BC) Becoming a Better Coach: Beyond the Basics; (7454BC) Formal Performance Appraisal: Improving Results Through Feedback; (7362BC) Goals: Guides to Action; (7478BC) Intractable Performance Problems: Face Them Head-On; (7461BC) Employee Development: Helping People Grow in Their Careers.
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| 14 pp.
| Monitoring Performance: Looking for What’s Going Wrong and Right
Publication Date: 03/31/2006
Product Type: HBS Press Chapter
HBS Number: 7409BC
Subjects: Human resources management; Performance appraisal; Performance effectiveness; Performance measurement
Academic Discipline: Human resources management
Product Description: As goals are met, the performance management cycle is completed. However there are moments throughout the process where a manager can productively intercede. These check-ins are essential for spotting problems or performance gaps along the way. This chapter helps managers work with employees to monitor performance and identify problems before they become serious. May be used with: (7386BC) Motivation: The Not-So-Secret Ingredient of High Performance; (7416BC) Closing Gaps and Improving Performance: The Basics of Coaching; (7447BC) Becoming a Better Coach: Beyond the Basics; (7454BC) Formal Performance Appraisal: Improving Results Through Feedback; (7362BC) Goals: Guides to Action; (7478BC) Intractable Performance Problems: Face Them Head-On; (7461BC) Employee Development: Helping People Grow in Their Careers.
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| 22 pp.
| Closing Gaps and Improving Performance: The Basics of Coaching
Publication Date: 03/31/2006
Product Type: HBS Press Chapter
HBS Number: 7416BC
Subjects: Coaching; Human resources management; Performance effectiveness; Performance measurement
Academic Discipline: Human resources management
Product Description: When performance gaps are identified, effective coaching can often close these gaps. The skills required to be a good coach are often acquired on the job, but formal skill training can help develop your coaching abilities and sometimes benefit your staff directly. This chapter helps to identify coaching opportunities and provides a four-step process for active coaching. May be used with: (7386BC) Motivation: The Not-So-Secret Ingredient of High Performance; (7409BC) Monitoring Performance: Looking for What's Going Wrong and Right; (7447BC) Becoming a Better Coach: Beyond the Basics; (7454BC) Formal Performance Appraisal: Improving Results Through Feedback; (7362BC) Goals: Guides to Action; (7478BC) Intractable Performance Problems: Face Them Head-On; (7461BC) Employee Development: Helping People Grow in Their Careers.
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| 17 pp.
| Becoming a Better Coach: Beyond the Basics
Publication Date: 03/31/2006
Product Type: HBS Press Chapter
HBS Number: 7447BC
Subjects: Coaching; Delegation of authority; Errors; Human resources management; Performance effectiveness; Performance measurement
Academic Discipline: Human resources management
Product Description: This chapter offers coaching tips and explains how to safely and effectively delegate some coaching responsibilities to others. Doing so saves time and gives your surrogate coach an opportunity to hone a skill that he or she may someday need as a manager. May be used with: (7386BC) Motivation: The Not-So-Secret Ingredient of High Performance; (7409BC) Monitoring Performance: Looking for What's Going Wrong and Right; (7416BC) Closing Gaps and Improving Performance: The Basics of Coaching; (7454BC) Formal Performance Appraisal: Improving Results Through Feedback; (7362BC) Goals: Guides to Action; (7478BC) Intractable Performance Problems: Face Them Head-On; (7461BC) Employee Development: Helping People Grow in Their Careers.
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| 19 pp.
| Formal Performance Appraisal: Improving Results Through Feedback
Publication Date: 03/31/2006
Product Type: HBS Press Chapter
HBS Number: 7454BC
Subjects: Human resources management; Performance appraisal; Performance effectiveness; Performance measurement
Academic Discipline: Human resources management
Product Description: Performance appraisal sessions can be uncomfortable when an employee is not doing well, and they definitely take time. But a manager's fundamental responsibility is to get results through people, and this method of assessing human assets is vital. This chapter explains how to manage this process, thereby increasing productivity and protecting the organization. May be used with: (7386BC) Motivation: The Not-So-Secret Ingredient of High Performance; (7409BC) Monitoring Performance: Looking for What's Going Wrong and Right; (7416BC) Closing Gaps and Improving Performance: The Basics of Coaching; (7447BC) Becoming a Better Coach: Beyond the Basics; (7362BC) Goals: Guides to Action; (7478BC) Intractable Performance Problems: Face Them Head-On; (7461BC) Employee Development: Helping People Grow in Their Careers.
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| 17 pp.
| Employee Development: Helping People Grow in Their Careers
Publication Date: 03/31/2006
Product Type: HBS Press Chapter
HBS Number: 7461BC
Subjects: Employee attitude; Employee development; Human resources management; Performance effectiveness; Performance measurement
Academic Discipline: Human resources management
Product Description: Managers who take employee development seriously are those who are likely to attract good people, produce a workplace with high morale and standards, and maintain a record of continuous improvement. This chapter offers practical ideas for developing the capabilities of your staff. May be used with: (7386BC) Motivation: The Not-So-Secret Ingredient of High Performance; (7409BC) Monitoring Performance: Looking for What's Going Wrong and Right; (7416BC) Closing Gaps and Improving Performance: The Basics of Coaching; (7447BC) Becoming a Better Coach: Beyond the Basics; (7454BC) Formal Performance Appraisal: Improving Results Through Feedback; (7362BC) Goals: Guides to Action; (7478BC) Intractable Performance Problems: Face Them Head-On.
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| 26 pp.
| Intractable Performance Problems: Face Them Head-On
Publication Date: 03/31/2006
Product Type: HBS Press Chapter
HBS Number: 7478BC
Subjects: Employee attitude; Employee problems; Human resources management; Performance effectiveness; Performance measurement
Academic Discipline: Human resources management
Product Description: When an employee shows little or no interest in achieving established goals, a manager's ability is put to the test. The chapter examines this problem, with particular attention to those who have not responded favorably to coaching efforts and other interventions. May be used with: (7386BC) Motivation: The Not-So-Secret Ingredient of High Performance; (7409BC) Monitoring Performance: Looking for What's Going Wrong and Right; (7416BC) Closing Gaps and Improving Performance: The Basics of Coaching; (7447BC) Becoming a Better Coach: Beyond the Basics; (7454BC) Formal Performance Appraisal: Improving Results Through Feedback; (7362BC) Goals: Guides to Action; (7461BC) Employee Development: Helping People Grow in Their Careers.
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| Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success
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| 35 pp.
| Women’s Nonlinear Careers: The Flexibility Imperative
Author(s): Hewlett, Sylvia Ann
Publication Date: 05/15/2007
Product Type: HBS Press Chapter
HBS Number: 4694BC
Subjects: Career advancement; Corporate culture; Discrimination; Diversity; Flexible work arrangements; Women in business
Academic Discipline: Human resources management
Product Description: This chapter provides a wealth of data and information on why women leave the workforce and the difficulties they encounter trying to reenter, proving the inadequacy of the conventional male career model that continues to dominate corporate culture.
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| 37 pp.
| Extreme Jobs, Extreme Demands: Perpetuating the Male Competitive Model
Author(s): Hewlett, Sylvia Ann
Publication Date: 05/15/2007
Product Type: HBS Press Chapter
HBS Number: 4695BC
Subjects: Career advancement; Corporate culture; Discrimination; Diversity; Women in business; Work hours
Academic Discipline: Human resources management
Product Description: This chapter describes how high-level jobs are becoming more intense and more burdensome and are leaving women behind in new ways, providing yet another important reason for reexamining career paths and career drivers.
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| 25 pp.
| The Business Case for Diversity: How Companies Benefit from Reevaluating the Male Competitive Model
Author(s): Hewlett, Sylvia Ann
Publication Date: 05/15/2007
Product Type: HBS Press Chapter
HBS Number: 4698BC
Subjects: Career advancement; Competitive advantage; Corporate culture; Discrimination; Diversity; Flexible work arrangements; Women in business
Academic Discipline: Human resources management
Product Description: The “off-ramping” or downshifting of many women in the workplace has serious ramifications not only for personal careers, but for businesses as well. This chapter outlines the demographic shifts and global competitive pressures facing today's organizations, making a case for gender diversity as part of the solution.
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| 25 pp.
| Establishing Flexible Work Arrangements: Keeping Talented Women on the Road to Success
Author(s): Hewlett, Sylvia Ann
Publication Date: 05/15/2007
Product Type: HBS Press Chapter
HBS Number: 4715BC
Subjects: Career advancement; Corporate culture; Discrimination; Diversity; Flexible work arrangements; Women in business
Academic Discipline: Human resources management
Product Description: According to the author, there are six essential elements that need to gain real traction if a company is to fully realize female talent over the long haul. This chapter examines some emerging models of best practices as it outlines one of these essential elements: establishing a rich menu of flexible work arrangements.
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| 27 pp.
| Creating Arc-of-Career Flexibility: Keeping Talented Women on the Road to Success
Author(s): Hewlett, Sylvia Ann
Publication Date: 05/15/2007
Product Type: HBS Press Chapter
HBS Number: 4700BC
Subjects: Career advancement; Corporate culture; Discrimination; Diversity; Flexible work arrangements; Women in business
Academic Discipline: Human resources management
Product Description: According to the author, there are six essential elements that need to gain real traction if a company is to fully realize female talent over the long haul. This chapter addresses one of these essential elements: policies that provide flexibility over the arc of a career and allow women to ramp up after taking time out of the paid workforce.
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| 21 pp.
| Reimagining Work Life: Keeping Talented Women on the Road to Success
Author(s): Hewlett, Sylvia Ann
Publication Date: 05/15/2007
Product Type: HBS Press Chapter
HBS Number: 4716BC
Subjects: Career advancement; Corporate culture; Discrimination; Diversity; Flexible work arrangements; Women in business; Work life balance
Academic Discipline: Human resources management
Product Description: According to the author, there are six essential elements that need to gain real traction if a company is to fully realize female talent over the long haul. This chapter focuses on one of these elements, illustrating ways in which companies are beginning to honor and support work-life challenges that go beyond biological children and the nuclear family.
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| 30 pp.
| Claiming and Sustaining Ambition: Keeping Talented Women on the Road to Success
Author(s): Hewlett, Sylvia Ann
Publication Date: 05/15/2007
Product Type: HBS Press Chapter
HBS Number: 4702BC
Subjects: Ambition; Career advancement; Corporate culture; Discrimination; Diversity; Flexible work arrangements; Women in business
Academic Discipline: Human resources management
Product Description: According to the author, there are six essential elements that need to gain real traction if a company is to fully realize female talent over the long haul. This chapter features case studies of Johnson & Johnson, Time Warner, and General Electric as it examines one of these essential elements: how to help women claim and sustain ambition throughout their careers.
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| 23 pp.
| Tapping into Altruism: Keeping Talented Women on the Road to Success
Author(s): Hewlett, Sylvia Ann
Publication Date: 05/15/2007
Product Type: HBS Press Chapter
HBS Number: 4717BC
Subjects: Career advancement; Corporate culture; Discrimination; Diversity; Flexible work arrangements; Loyalty; Women in business
Academic Discipline: Human resources management
Product Description: According to the author, there are six essential elements that need to gain real traction if a company is to fully realize female talent over the long haul. This chapter looks at some common career drivers for women, addressing one of these essential elements: recognizing and rewarding altruism.
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| 28 pp.
| Combating Stigma and Stereotypes: Keeping Talented Women on the Road to Success
Author(s): Hewlett, Sylvia Ann
Publication Date: 05/15/2007
Product Type: HBS Press Chapter
HBS Number: 4705BC
Subjects: Career advancement; Corporate culture; Discrimination; Diversity; Flexible work arrangements; Women in business
Academic Discipline: Human resources management
Product Description: According to the author, there are six essential elements that need to gain real traction if a company is to fully realize female talent over the long haul. This chapter addresses one of these essential elements, showing how companies are beginning to battle head-on the stigma and stereotypes associated with flexible work arrangements and other work-life policies and programs.
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| 16 pp.
| Canaries in the Coal Mine: Realizing a Better Work-Life Balance for All
Author(s): Hewlett, Sylvia Ann
Publication Date: 05/15/2007
Product Type: HBS Press Chapter
HBS Number: 4706BC
Subjects: Career advancement; Corporate culture; Discrimination; Diversity; Flexible work arrangements; Women in business
Academic Discipline: Human resources management
Product Description: This chapter addresses the challenge of accelerating and expanding the scope of alternative work arrangements to reach the critical mass needed to transform corporate culture.
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| Retire Retirement: Career Strategies for the Boomer Generation
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| 11 pp.
| Introduction: New Career Opportunities for the Boomer Generation
Author(s): Erickson, Tamara
Publication Date: 03/10/2008
Product Type: HBS Press Chapter
HBS Number: 5100BC
Subjects: Career changes; Careers & career planning; Executive selection; Part-time employment; Retirement; Work life balance
Academic Discipline: Human resources management
Product Description: The Boomer generation will be the first to enjoy a significant period of healthy, active non-childrearing adult life, and demographic shifts in the talent pool present mid-career workers with an important opportunity to rethink their relationship to work. This chapter offers Boomers the chance to step back and take a fresh look at life and career, and to consider the opportunities afforded them by the new world of work. May be used with: (5099BC) Why Do You Think What You Think?: Boomers' Views on Work and the World; (5098BC) Challenge Your Assumptions — and Your Employer's: How Boomers Can Benefit from the Changing Workplace; (5097BC) Sort Through Your Options: Developing Your Boomer Career Strategy; (5096BC) Renegotiate Your Deal: Getting What You Want — Career Strategies for Boomers; (5093BC) Reinvent Your Career and Your Life: Doing What You Want — Career Strategies for Boomers.
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| 34 pp.
| Why Do You Think What You Think?: Boomers’ Views on Work and the World
Author(s): Erickson, Tamara
Publication Date: 03/10/2008
Product Type: HBS Press Chapter
HBS Number: 5099BC
Subjects: Career changes; Careers & career planning; Executive selection; Part-time employment; Retirement; Work life balance
Academic Discipline: Human resources management
Product Description: This chapter profiles Boomers and their unique worldview and relationship to work, comparing their attitudes and expectations to those of other generations. May be used with: (5100BC) Introduction: New Career Opportunities for the Boomer Generation; (5098BC) Challenge Your Assumptions — and Your Employer's: How Boomers Can Benefit from the Changing Workplace; (5097BC) Sort Through Your Options: Developing Your Boomer Career Strategy; (5096BC) Renegotiate Your Deal: Getting What You Want — Career Strategies for Boomers; (5093BC) Reinvent Your Career and Your Life: Doing What You Want — Career Strategies for Boomers.
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| 36 pp.
| Challenge Your Assumptions—and Your Employer’s: How Boomers Can Benefit from the Changing Workplace
Author(s): Erickson, Tamara
Publication Date: 03/10/2008
Product Type: HBS Press Chapter
HBS Number: 5098BC
Subjects: Career changes; Careers & career planning; Executive selection; Part-time employment; Retirement; Work life balance
Academic Discipline: Human resources management
Product Description: This chapter takes a close look at the expanding life choices of the Boomer generation and the implications these choices will have on how workers of this generation will spend the rest of their lives. May be used with: (5100BC) Introduction: New Career Opportunities for the Boomer Generation; (5099BC) Why Do You Think What You Think?: Boomers' Views on Work and the World; (5097BC) Sort Through Your Options: Developing Your Boomer Career Strategy; (5096BC) Renegotiate Your Deal: Getting What You Want — Career Strategies for Boomers; (5093BC) Reinvent Your Career and Your Life: Doing What You Want — Career Strategies for Boomers.
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| 33 pp.
| Sort Through Your Options: Developing Your Boomer Career Strategy
Author(s): Erickson, Tamara
Publication Date: 03/10/2008
Product Type: HBS Press Chapter
HBS Number: 5097BC
Subjects: Career changes; Careers & career planning; Executive selection; Part-time employment; Retirement; Work life balance
Academic Discipline: Human resources management
Product Description: As a Boomer in the wonderful post-“empty nest” and pre-“old age” midlife years, you have an unprecedented opportunity for satisfaction, productivity, exploration, and creativity — for reinventing yourself. This chapter provides some guidance for sorting through the many available options and forming a career strategy. May be used with: (5100BC) Introduction: New Career Opportunities for the Boomer Generation; (5099BC) Why Do You Think What You Think?: Boomers' Views on Work and the World; (5098BC) Challenge Your Assumptions — and Your Employer's: How Boomers Can Benefit from the Changing Workplace; (5096BC) Renegotiate Your Deal: Getting What You Want — Career Strategies for Boomers; (5093BC) Reinvent Your Career and Your Life: Doing What You Want — Career Strategies for Boomers.
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| 35 pp.
| Renegotiate Your Deal: Getting What You Want: Career Strategies for Boomers
Author(s): Erickson, Tamara
Publication Date: 03/10/2008
Product Type: HBS Press Chapter
HBS Number: 5096BC
Subjects: Career changes; Careers & career planning; Executive selection; Part-time employment; Retirement; Work life balance
Academic Discipline: Human resources management
Product Description: More and more new work arrangements are becoming available. This chapter explores what is reasonable to ask for — and to expect — for Boomers who are engaged in the work they currently do and are interested in remaining in their field in the years to come. May be used with: (5100BC) Introduction: New Career Opportunities for the Boomer Generation; (5099BC) Why Do You Think What You Think?: Boomers' Views on Work and the World; (5098BC) Challenge Your Assumptions — and Your Employer's: How Boomers Can Benefit from the Changing Workplace; (5097BC) Sort Through Your Options: Developing Your Boomer Career Strategy; (5093BC) Reinvent Your Career and Your Life: Doing What You Want — Career Strategies for Boomers.
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| 32 pp.
| Reinvent Your Career and Your Life: Doing What You Want—Career Strategies for Boomers
Author(s): Erickson, Tamara
Publication Date: 03/10/2008
Product Type: HBS Press Chapter
HBS Number: 5093BC
Subjects: Career changes; Careers & career planning; Executive selection; Part-time employment; Retirement; Work life balance
Academic Discipline: Human resources management
Product Description: Today, far too many Boomers find themselves begrudgingly sticking with their current employers. But in an age of unprecedented opportunities for this generation of workers, this needn't ever happen. This chapter discusses strategies for tapping into and realizing what you want out of life and career, whether you hope to continue traditional work, branch out into nonprofit or volunteer work, or focus on family. May be used with: (5100BC) Introduction: New Career Opportunities for the Boomer Generation; (5099BC) Why Do You Think What You Think?: Boomers' Views on Work and the World; (5098BC) Challenge Your Assumptions — and Your Employer's: How Boomers Can Benefit from the Changing Workplace; (5097BC) Sort Through Your Options: Developing Your Boomer Career Strategy; (5096BC) Renegotiate Your Deal: Getting What You Want — Career Strategies for Boomers.
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| Talent on Demand: Managing Talent in an Age of Uncertainty
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| 27 pp.
| The Talent Management Problem: Why We Need to Think Differently About Talent Management
Author(s): Cappelli, Peter
Publication Date: 04/10/2008
Product Type: HBS Press Chapter
HBS Number: 7564BC
Subjects: Employee development; Employee retention; Executive selection; Labor markets; Supply chain management; Talent; Work force management
Academic Discipline: Human resources management
Product Description: Talent management practices fall into two equally dysfunctional camps: doing nothing to anticipate or address talent requirements or relying on complex bureaucratic models of forecasting and succession planning from the 1950s. The old model of the “Organization Man” is no longer practical. In this chapter, the author outlines four key principles for managing talent in the current business environment, where uncertainty is the major challenge.
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| 37 pp.
| The Rise of Talent Management
Author(s): Cappelli, Peter
Publication Date: 04/10/2008
Product Type: HBS Press Chapter
HBS Number: 7579BC
Subjects: Employee development; Employee retention; Executive selection; Labor markets; Supply chain management; Talent; Work force management
Academic Discipline: Human resources management
Product Description: To get a clear sense of contemporary talent management challenges and ways to handle them, it helps to take a long-term view. Most current practices were well established by the 1950s, a time period that has little in common with the present business environment. This chapter traces the early evolution of talent management from the 1880s to the 1950s, using the case of GE as an example.
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| 53 pp.
| The End of an Era: Why Traditional Talent Management No Longer Works
Author(s): Cappelli, Peter
Publication Date: 04/10/2008
Product Type: HBS Press Chapter
HBS Number: 7577BC
Subjects: Employee development; Employee retention; Executive selection; Labor markets; Supply chain management; Talent; Work force management
Academic Discipline: Human resources management
Product Description: With factors like the rise of outsourcing and internet job searches, the world is a different place than it was in the 1950s. The talent management models of that era no longer work, and so employers have moved from a model of planning to a model of shopping for talent. The fundamental challenge employers face in the modern competitive business environment is managing uncertainty.
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| 30 pp.
| The Make-Versus-Buy Decision: Deciding Whether to Hire Internally or From the Outside
Author(s): Cappelli, Peter
Publication Date: 04/10/2008
Product Type: HBS Press Chapter
HBS Number: 7578BC
Subjects: Employee development; Employee retention; Executive selection; Hiring; Labor markets; Supply chain management; Talent; Work force management
Academic Discipline: Human resources management
Product Description: In terms of hiring, employers have a choice, but it is a mistake to think that the choice is “make versus buy” — either developing your talent internally or hiring it from the outside. Instead, they should do some of both. Choosing the mix is crucial to meeting talent management challenges, especially the fundamental tasks of managing uncertainty.
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| 39 pp.
| The Problem of Uncertainty in Talent Demand: Focusing on Internal Development
Author(s): Cappelli, Peter
Publication Date: 04/10/2008
Product Type: HBS Press Chapter
HBS Number: 7576BC
Subjects: Employee development; Employee retention; Labor markets; Supply chain management; Talent; Work force management
Academic Discipline: Human resources management
Product Description: When you recognize that talent management is a business problem, it makes sense to apply what you know about structuring challenges in ways that are most cost effective. This chapter explains how to structure internal development to reduce uncertainty and lower costs by using techniques from operations research. These techniques include shortening the forecasting cycle, relying on the principle of portfolios to reduce variability, and reorganizing the delivery of developmental programs to improve responsiveness.
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| 45 pp.
| The Return on Talent Management Investments: How to Maximize the Value of Internal Development
Author(s): Cappelli, Peter
Publication Date: 04/10/2008
Product Type: HBS Press Chapter
HBS Number: 7575BC
Subjects: Employee development; Employee retention; Executive selection; Labor markets; Supply chain management; Talent; Work force management
Academic Discipline: Human resources management
Product Description: If you can find different and better ways to recoup your investments in development, you can dramatically improve your talent management options as well as expand your investments in employees. There are several ways to lower the cost of development: using opportunities outside the organization, getting employees to share the cost, and training before hiring, among others.
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| 28 pp.
| Managing an Internal Market to Match Talent to Jobs
Author(s): Cappelli, Peter
Publication Date: 04/10/2008
Product Type: HBS Press Chapter
HBS Number: 7574BC
Subjects: Employee development; Employee retention; Executive selection; Labor markets; Supply chain management; Talent; Work force management
Academic Discipline: Human resources management
Product Description: The most important new idea in the management of careers is the effort to turn over control for at least some aspects of the process to employees. The most obvious win for a company comes when good and ambitious employees find an opportunity that suits their needs inside the company as opposed to elsewhere. There are various actions that companies can take to help achieve this, including creating an internal job board and using data mining to see how employees actually move within the organization.
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| 14 pp.
| Promises and Challenges of the Talent on Demand Model: Creating a New Paradigm
Author(s): Cappelli, Peter
Publication Date: 04/10/2008
Product Type: HBS Press Chapter
HBS Number: 7573BC
Subjects: Employee development; Employee retention; Executive selection; Labor markets; Supply chain management; Talent; Work force management
Academic Discipline: Human resources management
Product Description: The old paradigm of talent management has no place in the contemporary business environment, and so we must find a new one. We can start by recognizing that even the best forecasts are inaccurate over the long term. Other steps involve assessing outside hiring possibilities and dangers, changing how we think about developing talent internally, and finding new approaches to matching candidates with jobs.
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| The HR Scorecard: Linking People, Strategy, and Performance
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| 29 pp.
| HR as a Strategic Partner: The Measurement Challenge
Author(s): Becker, Brian E.; Huselid, Mark A.; Ulrich, David
Publication Date: 02/28/2001
Product Type: HBS Press Chapter
HBS Number: 1526BC
Subjects: Alignment; High performance; Human resources management; Intangible assets; Performance measurement; Strategic planning; Strategy implementation; Value creation
Academic Discipline: Human resources management
Product Description: A new economic paradigm has, in recent years, focused on human capital and intangible assets as the most important, though perhaps least understood, factors in determining business performance. Advocating a High Performance Work System to maximize the quality of human capital, and a move from individualistic (or “bottom-up”) to systematic (or “top-down”) thinking, The HR Scorecard builds on the Balanced Scorecard approach to develop a measurement system that will demonstrate the connections between HR architecture and shareholder value, securing a strategic role for HR. This chapter serves as an introduction to the book's central concepts. May be used with: (1527BC) Clarifying and Measuring HR's Strategic Influence: Introduction to a Seven-Step Process; (1528BC) Creating an HR Scorecard; (1529BC) Cost-Benefit Analyses for HR Interventions; (1530BC) The Principles of Good Measurement; (1531BC) Measuring HR Alignment; (1532BC) Competencies for HR Professionals; (1534BC) Guidelines for Implementing an HR Scorecard.
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| 30 pp.
| Clarifying and Measuring HR’s Strategic Influence: Introduction to a Seven-Step Process
Author(s): Becker, Brian E.; Huselid, Mark A.; Ulrich, David
Publication Date: 02/28/2001
Product Type: HBS Press Chapter
HBS Number: 1527BC
Subjects: Alignment; Human resources management; Performance measurement; Strategy implementation; Strategy maps; Value creation
Academic Discipline: Human resources management
Product Description: In order to achieve strategy alignment, managers must first understand how value is created in their firm, and then must develop a measurement system based on that value chain. This chapter offers a seven-step process to help integrate HR into a business-performance measurement system, emphasizing the importance of a strategically focused HR architecture as a prerequisite. The seven steps for implementing HR's strategic role range from clearly defining business strategy and creating a strategy map, to aligning the HR architecture with HR deliverables and designing a strategic measurement system. May be used with: (1526BC) HR as a Strategic Partner: The Measurement Challenge; (1528BC) Creating an HR Scorecard; (1529BC) Cost-Benefit Analyses for HR Interventions; (1530BC) The Principles of Good Measurement; (1531BC) Measuring HR Alignment; (1532BC) Competencies for HR Professionals; (1534BC) Guidelines for Implementing an HR Scorecard.
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| 28 pp.
| Creating an HR Scorecard
Author(s): Becker, Brian E.; Huselid, Mark A.; Ulrich, David
Publication Date: 02/28/2001
Product Type: HBS Press Chapter
HBS Number: 1528BC
Subjects: Alignment; Cost control; High performance; Human resources management; Performance measurement; Strategy implementation; Value creation
Academic Discipline: Human resources management
Product Description: A comprehensive HR Scorecard, though unique to each company, should cover four major themes: key human resource deliverables that will highlight HR's role in your firm's overall strategy, a High-Performance Work System, the alignment of that system with firm strategy, and the efficiency with which deliverables are generated. Guiding HR professionals through these steps, this chapter covers the essentials for constructing an HR Scorecard that will establish a balance between cost control and value creation. May be used with: (1526BC) HR as a Strategic Partner: The Measurement Challenge; (1527BC) Clarifying and Measuring HR's Strategic Influence: Introduction to a Seven-Step Process; (1529BC) Cost-Benefit Analyses for HR Interventions; (1530BC) The Principles of Good Measurement; (1531BC) Measuring HR Alignment; (1532BC) Competencies for HR Professionals; (1534BC) Guidelines for Implementing an HR Scorecard.
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| 30 pp.
| Cost-Benefit Analyses for HR Interventions
Author(s): Becker, Brian E.; Huselid, Mark A.; Ulrich, David
Publication Date: 02/28/2001
Product Type: HBS Press Chapter
HBS Number: 1529BC
Subjects: Cost benefit analysis; Human resources management; Performance measurement; Return on investment; Strategy implementation; Value creation
Academic Discipline: Human resources management
Product Description: The development of what the authors call cost-benefit analysis — used to calculate the return on investment (ROI) of specific HR programs and interventions — should derive from the firm's strategy and operational goals, complementing the development of the HR Scorecard. This chapter focuses on data collection and analytical methods that will help assess whether certain HR programs will pay off in the short and long run. Examples are provided, as is a series of steps recommended for determining the ROI of specific interventions. May be used with: (1526BC) HR as a Strategic Partner: The Measurement Challenge; (1527BC) Clarifying and Measuring HR's Strategic Influence: Introduction to a Seven-Step Process; (1528BC) Creating an HR Scorecard; (1530BC) The Principles of Good Measurement; (1531BC) Measuring HR Alignment; (1532BC) Competencies for HR Professionals; (1534BC) Guidelines for Implementing an HR Scorecard.
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| 26 pp.
| The Principles of Good Measurement
Author(s): Becker, Brian E.; Huselid, Mark A.; Ulrich, David
Publication Date: 02/28/2001
Product Type: HBS Press Chapter
HBS Number: 1530BC
Subjects: Data analysis; Human resources management; Performance measurement systems; Strategy implementation; Strategy maps; Value creation
Academic Discipline: Human resources management
Product Description: The performance-measurement system you use plays an important role in securing HR's credibility and determining its place in the firm. A sound measurement system improves HR's decision-making by focusing on aspects of the organization that create value, and provides a valid and systematic justification for the allocation of resources. This chapter focuses on thinking strategically about measurement, providing essential principles for developing and implementing a performance-measurement system that will support investment in HR as a strategic resource. May be used with: (1526BC) HR as a Strategic Partner: The Measurement Challenge; (1527BC) Clarifying and Measuring HR's Strategic Influence: Introduction to a Seven-Step Process; (1528BC) Creating an HR Scorecard; (1529BC) Cost-Benefit Analyses for HR Interventions; (1531BC) Measuring HR Alignment; (1532BC) Competencies for HR Professionals; (1534BC) Guidelines for Implementing an HR Scorecard.
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| 27 pp.
| Measuring HR Alignment
Author(s): Becker, Brian E.; Huselid, Mark A.; Ulrich, David
Publication Date: 02/28/2001
Product Type: HBS Press Chapter
HBS Number: 1531BC
Subjects: Alignment; Human resources management; Line & staff management; Performance measurement; Strategy implementation; Value creation
Academic Discipline: Human resources management
Product Description: Alignment, a word that seems to be on everyone's lips in the business world these days, requires that human resource and line managers develop of shared view of HR's role. This chapter introduces several different approaches to measuring your organization's alignment between the HR system that produces key HR deliverables and the requirements of the firm's strategy implementation system. May be used with: (1526BC) HR as a Strategic Partner: The Measurement Challenge; (1527BC) Clarifying and Measuring HR's Strategic Influence: Introduction to a Seven-Step Process; (1528BC) Creating an HR Scorecard; (1529BC) Cost-Benefit Analyses for HR Interventions; (1530BC) The Principles of Good Measurement; (1532BC) Competencies for HR Professionals; (1534BC) Guidelines for Implementing an HR Scorecard.
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| 30 pp.
| Competencies for HR Professionals
Author(s): Becker, Brian E.; Huselid, Mark A.; Ulrich, David
Publication Date: 02/28/2001
Product Type: HBS Press Chapter
HBS Number: 1532BC
Subjects: Competencies; Human resources management; Performance measurement; Performance measurement systems; Strategy implementation; Strategy maps; Value creation
Academic Discipline: Human resources management
Product Description: If HR professionals are going to take full advantage of the lessons in this book on implementing a strategic HR architecture, they will have to broaden their professional competencies to include what the authors call strategic performance management. This chapter examines the skills HR professionals need to forge a strategic partnership with line management, reviewing examples from companies that have successfully honed those competencies. May be used with: (1526BC) HR as a Strategic Partner: The Measurement Challenge; (1527BC) Clarifying and Measuring HR's Strategic Influence: Introduction to a Seven-Step Process; (1528BC) Creating an HR Scorecard; (1529BC) Cost-Benefit Analyses for HR Interventions; (1530BC) The Principles of Good Measurement; (1531BC) Measuring HR Alignment; (1534BC) Guidelines for Implementing an HR Scorecard.
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| 27 pp.
| Guidelines for Implementing an HR Scorecard
Author(s): Becker, Brian E.; Huselid, Mark A.; Ulrich, David
Publication Date: 02/28/2001
Product Type: HBS Press Chapter
HBS Number: 1534BC
Subjects: Change management; Human resources management; Implementation; Performance measurement; Strategy implementation; Value creation
Academic Discipline: Human resources management
Product Description: What are the challenges involved in implementing a strategically focused HR architecture and HR Scorecard? The authors provide a seven-step model for planning and evaluating the change management activities associated with implementation efforts. From the early stages of deciding who should lead change in your organization, to the key final stages of ensuring that change will last, this chapter explains how to build the acceptance element of your HR Scorecard, guiding you through the implementation process. May be used with: (1529BC) Cost-Benefit Analyses for HR Interventions; (1530BC) The Principles of Good Measurement; (1526BC) HR as a Strategic Partner: The Measurement Challenge; (1527BC) Clarifying and Measuring HR's Strategic Influence: Introduction to a Seven-Step Process; (1528BC) Creating an HR Scorecard; (1531BC) Measuring HR Alignment; (1532BC) Competencies for HR Professionals.
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| Workforce Crisis: How to Beat the Coming Shortage of Skills and Talent
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| 19 pp.
| The Coming Shortage of Skills and Labor: How a Brain Drain Threatens Your Organization’s Performance
Author(s): Dychtwald, Ken; Erickson, Tamara J.; Morison, Robert
Publication Date: 04/04/2006
Product Type: HBS Press Chapter
HBS Number: 2242BC
Subjects: Change management; Competitive advantage; Employees; Organizational transformations
Academic Discipline: General management
Product Description: Due to the convergence of three important demographic realities — the disproportionate size of the baby boom generation, increasing longevity, and declining birthrates — an unprecedented shift in the age distribution of the population, and more specifically, the labor force, is under way. According to the authors, few large organizations are really prepared for this transformation of the workforce. This chapter outlines the impending workforce crisis, insisting that organizations must look at the workforce quite differently starting now and adapt workforce management practices accordingly. May be used with: (2243BC) The Diverse and Demanding New Workforce: Why You Need a New Workforce Strategy; (2244BC) The Needs and Capabilities of Mature Workers: Why Older Employees Are Your Biggest Untapped Resource; (2245BC) The End of Retirement: How to Optimize the Services of Mature Workers; (2246BC) The Needs and Frustrations of Midcareer Workers: Why the Boomer Bottleneck Disrupts Productivity; (2247BC) The Relaunch of Careers: How to Rekindle Employees' Passion for Work; (2248BC) The Needs and Attitudes of Young Workers: Why the Best of the Young Keep Leaving; (2249BC) The Retention of Talent: How to Connect with Young Workers; (2250BC) Flexible Work Arrangements: Why You Need Them Now and How to Make Them Work; (2251BC) Flexible Learning Opportunities: Why Continuous Education Matters and How to Make It Pay Off; (2252BC) Flexible Compensation and Benefits: Why Variety Will Rule and How to Leverage It; (2253BC) Meaningful Work and Engaged Workers: How to A
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| 17 pp.
| The Diverse and Demanding New Workforce: Why You Need a New Workforce Strategy
Author(s): Dychtwald, Ken; Erickson, Tamara J.; Morison, Robert
Publication Date: 04/04/2006
Product Type: HBS Press Chapter
HBS Number: 2243BC
Subjects: Change management; Competitive advantage; Employee retention; Employees; Organizational transformations; Work force management
Academic Discipline: General management
Product Description: We cannot avoid skills and worker shortages entirely, but these shortages are inevitable only for organizations that fail to anticipate workforce changes and adjust in time. This chapter outlines today's increasingly diverse workforce, emphasizing that the management techniques needed to accommodate tomorrow's labor market can be applied now to improve business performance, cost structures, and employee retention. May be used with: (2242BC) The Coming Shortage of Skills and Labor: How a Brain Drain Threatens Your Organization's Performance; (2244BC) The Needs and Capabilities of Mature Workers: Why Older Employees Are Your Biggest Untapped Resource; (2245BC) The End of Retirement: How to Optimize the Services of Mature Workers; (2246BC) The Needs and Frustrations of Midcareer Workers: Why the Boomer Bottleneck Disrupts Productivity; (2247BC) The Relaunch of Careers: How to Rekindle Employees' Passion for Work; (2248BC) The Needs and Attitudes of Young Workers: Why the Best of the Young Keep Leaving; (2249BC) The Retention of Talent: How to Connect with Young Workers; (2250BC) Flexible Work Arrangements: Why You Need Them Now and How to Make Them Work; (2251BC) Flexible Learning Opportunities: Why Continuous Education Matters and How to Make It Pay Off; (2252BC) Flexible Compensation and Benefits: Why Variety Will Rule and How to Leverage It; (2253BC) Meaningful Work and Engaged Workers: How to Analyze Your Workforce and Anticipate Your Needs; (2256BC) The Manager's Agenda for Change: Setting Strategies in Motion
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| 15 pp.
| The Needs and Capabilities of Mature Workers: Why Older Employees Are Your Biggest Untapped Resource
Author(s): Dychtwald, Ken; Erickson, Tamara J.; Morison, Robert
Publication Date: 04/04/2006
Product Type: HBS Press Chapter
HBS Number: 2244BC
Subjects: Careers & career planning; Competitive advantage; Employee retention; Employees; Organizational transformations; Retirees; Retirement; Work force management
Academic Discipline: General management
Product Description: Companies know how to shed mature workers through early retirement programs, but they don't know how to recruit or retain them. While the pressure to incorporate mature workers may not be high yet, the dangers of waiting too long are great. This chapter provides a portrait of the mature worker cohort and the rich supply of talent, skills, and experience they offer organizations that are willing to establish themselves as the employer of choice for the multigenerational labor market. May be used with: (2242BC) The Coming Shortage of Skills and Labor: How a Brain Drain Threatens Your Organization's Performance; (2243BC) The Diverse and Demanding New Workforce: Why You Need a New Workforce Strategy; (2245BC) The End of Retirement: How to Optimize the Services of Mature Workers; (2246BC) The Needs and Frustrations of Midcareer Workers: Why the Boomer Bottleneck Disrupts Productivity; (2247BC) The Relaunch of Careers: How to Rekindle Employees' Passion for Work; (2248BC) The Needs and Attitudes of Young Workers: Why the Best of the Young Keep Leaving; (2249BC) The Retention of Talent: How to Connect with Young Workers; (2250BC) Flexible Work Arrangements: Why You Need Them Now and How to Make Them Work; (2251BC) Flexible Learning Opportunities: Why Continuous Education Matters and How to Make It Pay Off; (2252BC) Flexible Compensation and Benefits: Why Variety Will Rule and How to Leverage It; (2253BC) Meaningful Work and Engaged Workers: How to Analyze Your Workforce and Anticipate Your Need
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| 22 pp.
| The End of Retirement: How to Optimize the Services of Mature Workers
Author(s): Dychtwald, Ken; Erickson, Tamara J.; Morison, Robert
Publication Date: 04/04/2006
Product Type: HBS Press Chapter
HBS Number: 2245BC
Subjects: Careers & career planning; Competitive advantage; Employee benefits; Employee retention; Employees; Organizational transformations; Retirement; Work force management
Academic Discipline: General management
Product Description: To safeguard and expand your company's talent supply, your workforce strategy absolutely must include specific plans for employing more mature workers, including those already past the conventional retirement age. This chapter focuses on three fundamental ways to begin changing your workforce strategy. May be used with: (2243BC) The Diverse and Demanding New Workforce: Why You Need a New Workforce Strategy; (2244BC) The Needs and Capabilities of Mature Workers: Why Older Employees Are Your Biggest Untapped Resource; (2246BC) The Needs and Frustrations of Midcareer Workers: Why the Boomer Bottleneck Disrupts Productivity; (2247BC) The Relaunch of Careers: How to Rekindle Employees' Passion for Work; (2248BC) The Needs and Attitudes of Young Workers: Why the Best of the Young Keep Leaving; (2249BC) The Retention of Talent: How to Connect with Young Workers; (2250BC) Flexible Work Arrangements: Why You Need Them Now and How to Make Them Work; (2251BC) Flexible Learning Opportunities: Why Continuous Education Matters and How to Make It Pay Off; (2252BC) Flexible Compensation and Benefits: Why Variety Will Rule and How to Leverage It; (2253BC) Meaningful Work and Engaged Workers: How to Analyze Your Workforce and Anticipate Your Needs; (2256BC) The Manager's Agenda for Change: Setting Strategies in Motion to Avert a Workforce Crisis; (2257BC) Workforce Crisis: Reader's Discussion Guide; (2242BC) The Coming Shortage of Skills and Labor: How a Brain Drain Threatens Your Organiz
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| 13 pp.
| The Needs and Frustrations of Midcareer Workers: Why the Boomer Bottleneck Disrupts Productivity
Author(s): Dychtwald, Ken; Erickson, Tamara J.; Morison, Robert
Publication Date: 04/04/2006
Product Type: HBS Press Chapter
HBS Number: 2246BC
Subjects: Careers & career planning; Employee benefits; Employee retention; Employees; Management techniques; Motivation; Organizational transformations; Work force management
Academic Discipline: General management
Product Description: Real opportunities for employers to rekindle their midcareer workers exist, but to reengage these valuable employees, employers must understand and recognize the crisis points this worker cohort experiences at mid-life and mid-career. This chapter provides a portrait of midcareer workers, and illustrates how organizations can reengage this employee constituency through management attention and the application of existing career management techniques. May be used with: (2242BC) The Coming Shortage of Skills and Labor: How a Brain Drain Threatens Your Organization's Performance; (2243BC) The Diverse and Demanding New Workforce: Why You Need a New Workforce Strategy; (2244BC) The Needs and Capabilities of Mature Workers: Why Older Employees Are Your Biggest Untapped Resource; (2245BC) The End of Retirement: How to Optimize the Services of Mature Workers; (2247BC) The Relaunch of Careers: How to Rekindle Employees' Passion for Work; (2248BC) The Needs and Attitudes of Young Workers: Why the Best of the Young Keep Leaving; (2249BC) The Retention of Talent: How to Connect with Young Workers; (2250BC) Flexible Work Arrangements: Why You Need Them Now and How to Make Them Work; (2251BC) Flexible Learning Opportunities: Why Continuous Education Matters and How to Make It Pay Off; (2252BC) Flexible Compensation and Benefits: Why Variety Will Rule and How to Leverage It; (2253BC) Meaningful Work and Engaged Workers: How to Analyze Your Workforce and Anticipate Your Needs; (2256BC) The Mana
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| 25 pp.
| The Relaunch of Careers: How to Rekindle Employees’ Passion for Work
Author(s): Dychtwald, Ken; Erickson, Tamara J.; Morison, Robert
Publication Date: 04/04/2006
Product Type: HBS Press Chapter
HBS Number: 2247BC
Subjects: Careers & career planning; Employee development; Employee retention; Employees; Management techniques; Motivation; Organizational transformations; Work force management
Academic Discipline: General management
Product Description: In this chapter, the authors recommend three tactics for unlocking more of the potential of midcareer workers. May be used with: (2242BC) The Coming Shortage of Skills and Labor: How a Brain Drain Threatens Your Organization's Performance; (2243BC) The Diverse and Demanding New Workforce: Why You Need a New Workforce Strategy; (2244BC) The Needs and Capabilities of Mature Workers: Why Older Employees Are Your Biggest Untapped Resource; (2245BC) The End of Retirement: How to Optimize the Services of Mature Workers; (2246BC) The Needs and Frustrations of Midcareer Workers: Why the Boomer Bottleneck Disrupts Productivity; (2248BC) The Needs and Attitudes of Young Workers: Why the Best of the Young Keep Leaving; (2249BC) The Retention of Talent: How to Connect with Young Workers; (2250BC) Flexible Work Arrangements: Why You Need Them Now and How to Make Them Work; (2251BC) Flexible Learning Opportunities: Why Continuous Education Matters and How to Make It Pay Off; (2252BC) Flexible Compensation and Benefits: Why Variety Will Rule and How to Leverage It; (2253BC) Meaningful Work and Engaged Workers: How to Analyze Your Workforce and Anticipate Your Needs; (2256BC) The Manager's Agenda for Change: Setting Strategies in Motion to Avert a Workforce Crisis; (2257BC) Workforce Crisis: Reader's Discussion Guide.
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| 14 pp.
| The Needs and Attitudes of Young Workers: Why the Best of the Young Keep Leaving
Author(s): Dychtwald, Ken; Erickson, Tamara J.; Morison, Robert
Publication Date: 04/04/2006
Product Type: HBS Press Chapter
HBS Number: 2248BC
Subjects: Competitive advantage; Employee benefits; Employee development; Employee retention; Employees; Motivation; Organizational transformations; Work force management
Academic Discipline: General management
Product Description: The young worker cohort has shrunk dramatically over the last two decades as a proportion of the workforce, increasing demand for young workers. This chapter focuses on what organizations can do to beat the odds — and the competition — in retaining young workers. May be used with: (2242BC) The Coming Shortage of Skills and Labor: How a Brain Drain Threatens Your Organization's Performance; (2243BC) The Diverse and Demanding New Workforce: Why You Need a New Workforce Strategy; (2244BC) The Needs and Capabilities of Mature Workers: Why Older Employees Are Your Biggest Untapped Resource; (2245BC) The End of Retirement: How to Optimize the Services of Mature Workers; (2246BC) The Needs and Frustrations of Midcareer Workers: Why the Boomer Bottleneck Disrupts Productivity; (2247BC) The Relaunch of Careers: How to Rekindle Employees' Passion for Work; (2249BC) The Retention of Talent: How to Connect with Young Workers; (2250BC) Flexible Work Arrangements: Why You Need Them Now and How to Make Them Work; (2251BC) Flexible Learning Opportunities: Why Continuous Education Matters and How to Make It Pay Off; (2252BC) Flexible Compensation and Benefits: Why Variety Will Rule and How to Leverage It; (2253BC) Meaningful Work and Engaged Workers: How to Analyze Your Workforce and Anticipate Your Needs; (2256BC) The Manager's Agenda for Change: Setting Strategies in Motion to Avert a Workforce Crisis; (2257BC) Workforce Crisis: Reader's Discussion Guide.
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| 27 pp.
| The Retention of Talent: How to Connect with Young Workers
Author(s): Dychtwald, Ken; Erickson, Tamara J.; Morison, Robert
Publication Date: 04/04/2006
Product Type: HBS Press Chapter
HBS Number: 2249BC
Subjects: Competitive advantage; Employee retention; Employees; Management techniques; Motivation; Organizational transformations; Work force management
Academic Discipline: General management
Product Description: How can organizations engage young workers, keep them engaged, and reduce turnover to manageable levels? This chapter addresses three tactics for coping with the problem of churn. May be used with: (2242BC) The Coming Shortage of Skills and Labor: How a Brain Drain Threatens Your Organization's Performance; (2243BC) The Diverse and Demanding New Workforce: Why You Need a New Workforce Strategy; (2244BC) The Needs and Capabilities of Mature Workers: Why Older Employees Are Your Biggest Untapped Resource; (2245BC) The End of Retirement: How to Optimize the Services of Mature Workers; (2246BC) The Needs and Frustrations of Midcareer Workers: Why the Boomer Bottleneck Disrupts Productivity; (2247BC) The Relaunch of Careers: How to Rekindle Employees' Passion for Work; (2248BC) The Needs and Attitudes of Young Workers: Why the Best of the Young Keep Leaving; (2250BC) Flexible Work Arrangements: Why You Need Them Now and How to Make Them Work; (2251BC) Flexible Learning Opportunities: Why Continuous Education Matters and How to Make It Pay Off; (2252BC) Flexible Compensation and Benefits: Why Variety Will Rule and How to Leverage It; (2253BC) Meaningful Work and Engaged Workers: How to Analyze Your Workforce and Anticipate Your Needs; (2256BC) The Manager's Agenda for Change: Setting Strategies in Motion to Avert a Workforce Crisis; (2257BC) Workforce Crisis: Reader's Discussion Guide.
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| 27 pp.
| Flexible Work Arrangements: Why You Need Them Now and How to Make Them Work
Author(s): Dychtwald, Ken; Erickson, Tamara J.; Morison, Robert
Publication Date: 04/04/2006
Product Type: HBS Press Chapter
HBS Number: 2250BC
Subjects: Analysis; Competitive advantage; Employee retention; Employees; Employment; Motivation; Organizational transformations; Work force management
Academic Discipline: General management
Product Description: Overall, 17 percent of employees are currently seeking a more flexible schedule, and 14 percent want to work more from home — which is why today's corporations should begin changing their employment deal now to implement flexible work arrangements. This chapter is an introduction to that process. May be used with: (2242BC) The Coming Shortage of Skills and Labor: How a Brain Drain Threatens Your Organization's Performance; (2243BC) The Diverse and Demanding New Workforce: Why You Need a New Workforce Strategy; (2244BC) The Needs and Capabilities of Mature Workers: Why Older Employees Are Your Biggest Untapped Resource; (2245BC) The End of Retirement: How to Optimize the Services of Mature Workers; (2246BC) The Needs and Frustrations of Midcareer Workers: Why the Boomer Bottleneck Disrupts Productivity; (2247BC) The Relaunch of Careers: How to Rekindle Employees' Passion for Work; (2248BC) The Needs and Attitudes of Young Workers: Why the Best of the Young Keep Leaving; (2249BC) The Retention of Talent: How to Connect with Young Workers; (2251BC) Flexible Learning Opportunities: Why Continuous Education Matters and How to Make It Pay Off; (2252BC) Flexible Compensation and Benefits: Why Variety Will Rule and How to Leverage It; (2256BC) The Manager's Agenda for Change: Setting Strategies in Motion to Avert a Workforce Crisis; (2257BC) Workforce Crisis: Reader's Discussion Guide; (2253BC) Meaningful Work and Engaged Workers: How to Analyze Your Workforce and Anticipate Your Needs.
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| 23 pp.
| Flexible Learning Opportunities: Why Continuous Education Matters and How to Make It Pay Off
Author(s): Dychtwald, Ken; Erickson, Tamara J.; Morison, Robert
Publication Date: 04/04/2006
Product Type: HBS Press Chapter
HBS Number: 2251BC
Subjects: Competitive advantage; Employee development; Employee retention; Employees; Learning; Learning organization; Organizational transformations; Work force management
Academic Discipline: General management
Product Description: Learning is integral to an organization's capability and productivity, recruiting and retention, and leadership and capacity for change, but with the coming shortage of skills and labor, learning also becomes a business performance imperative. In this chapter, the authors provide the tools necessary for building a learning organization, and address diverse learning opportunities for the three worker cohorts. May be used with: (2242BC) The Coming Shortage of Skills and Labor: How a Brain Drain Threatens Your Organization's Performance; (2243BC) The Diverse and Demanding New Workforce: Why You Need a New Workforce Strategy; (2244BC) The Needs and Capabilities of Mature Workers: Why Older Employees Are Your Biggest Untapped Resource; (2245BC) The End of Retirement: How to Optimize the Services of Mature Workers; (2246BC) The Needs and Frustrations of Midcareer Workers: Why the Boomer Bottleneck Disrupts Productivity; (2247BC) The Relaunch of Careers: How to Rekindle Employees' Passion for Work; (2248BC) The Needs and Attitudes of Young Workers: Why the Best of the Young Keep Leaving; (2249BC) The Retention of Talent: How to Connect with Young Workers; (2250BC) Flexible Work Arrangements: Why You Need Them Now and How to Make Them Work; (2252BC) Flexible Compensation and Benefits: Why Variety Will Rule and How to Leverage It; (2253BC) Meaningful Work and Engaged Workers: How to Analyze Your Workforce and Anticipate Your Needs; (2256BC) The Manager's Agenda for Change: Setting Strat
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| 30 pp.
| Flexible Compensation and Benefits: Why Variety Will Rule and How to Leverage It
Author(s): Dychtwald, Ken; Erickson, Tamara J.; Morison, Robert
Publication Date: 04/04/2006
Product Type: HBS Press Chapter
HBS Number: 2252BC
Subjects: Compensation; Competitive advantage; Employee benefits; Employee retention; Employees; Organizational transformations; Performance management; Variable employee compensation
Academic Discipline: General management
Product Description: Compensation and benefits should work for employees and for the business — as levers with which the company can meet employee needs, enable their productivity, and improve their performance. This chapter addresses the challenge of managing compensation and benefits and getting all the facets of the deal “right.” May be used with: (2242BC) The Coming Shortage of Skills and Labor: How a Brain Drain Threatens Your Organization's Performance; (2243BC) The Diverse and Demanding New Workforce: Why You Need a New Workforce Strategy; (2244BC) The Needs and Capabilities of Mature Workers: Why Older Employees Are Your Biggest Untapped Resource; (2245BC) The End of Retirement: How to Optimize the Services of Mature Workers; (2246BC) The Needs and Frustrations of Midcareer Workers: Why the Boomer Bottleneck Disrupts Productivity; (2247BC) The Relaunch of Careers: How to Rekindle Employees' Passion for Work; (2248BC) The Needs and Attitudes of Young Workers: Why the Best of the Young Keep Leaving; (2249BC) The Retention of Talent: How to Connect with Young Workers; (2250BC) Flexible Work Arrangements: Why You Need Them Now and How to Make Them Work; (2251BC) Flexible Learning Opportunities: Why Continuous Education Matters and How to Make It Pay Off; (2253BC) Meaningful Work and Engaged Workers: How to Analyze Your Workforce and Anticipate Your Needs; (2256BC) The Manager's Agenda for Change: Setting Strategies in Motion to Avert a Workforce Crisis; (2257BC) Workfo
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| 25 pp.
| Meaningful Work and Engaged Workers: How to Analyze Your Workforce and Anticipate Your Needs
Author(s): Dychtwald, Ken; Erickson, Tamara J.; Morison, Robert
Publication Date: 04/04/2006
Product Type: HBS Press Chapter
HBS Number: 2253BC
Subjects: Analysis; Employee attitude; Employee retention; Employees; Motivation; Organizational transformations; Process analysis
Academic Discipline: General management
Product Description: You can completely overhaul the employment deal to provide flexible work arrangements, learning opportunities, and compensation and benefits programs, but your best employees will still leave if their work neither stimulates them nor brings out their best effort. This chapter discusses how comprehensive workforce assessment and making workforce analysis an ongoing business process will help organizations anticipate workforce demographic shifts and mitigate the effects of labor and skills shortages. May be used with: (2242BC) The Coming Shortage of Skills and Labor: How a Brain Drain Threatens Your Organization's Performance; (2243BC) The Diverse and Demanding New Workforce: Why You Need a New Workforce Strategy; (2244BC) The Needs and Capabilities of Mature Workers: Why Older Employees Are Your Biggest Untapped Resource; (2245BC) The End of Retirement: How to Optimize the Services of Mature Workers; (2246BC) The Needs and Frustrations of Midcareer Workers: Why the Boomer Bottleneck Disrupts Productivity; (2247BC) The Relaunch of Careers: How to Rekindle Employees' Passion for Work; (2248BC) The Needs and Attitudes of Young Workers: Why the Best of the Young Keep Leaving; (2249BC) The Retention of Talent: How to Connect with Young Workers; (2250BC) Flexible Work Arrangements: Why You Need Them Now and How to Make Them Work; (2251BC) Flexible Learning Opportunities: Why Continuous Education Matters and How to Make It Pay Off; (2252BC) Flexible Compensation and Benefits: Why Variety Will Rule and How to Leverage It; (2256BC)
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| 9 pp.
| The Manager’s Agenda for Change: Setting Strategies in Motion to Avert a Workforce Crisis
Author(s): Dychtwald, Ken; Erickson, Tamara J.; Morison, Robert
Publication Date: 04/04/2006
Product Type: HBS Press Chapter
HBS Number: 2256BC
Subjects: Competitive advantage; Employee retention; Employees; Leadership & managing people; Management techniques; Managers; Organizational transformations; Strategic management
Academic Discipline: General management
Product Description: Organizations that adapt to the evolving workforce mix early and effectively will attract and retain better talent and thus hold a competitive advantage, turning the potential threat of labor and skills shortages into realized opportunities. This chapter addresses core questions for corporate leadership in developing a coherent and ongoing workforce strategy that will position their organization for tomorrow's labor market and improve performance along the way. May be used with: (2242BC) The Coming Shortage of Skills and Labor: How a Brain Drain Threatens Your Organization's Performance; (2243BC) The Diverse and Demanding New Workforce: Why You Need a New Workforce Strategy; (2244BC) The Needs and Capabilities of Mature Workers: Why Older Employees Are Your Biggest Untapped Resource; (2245BC) The End of Retirement: How to Optimize the Services of Mature Workers; (2246BC) The Needs and Frustrations of Midcareer Workers: Why the Boomer Bottleneck Disrupts Productivity; (2247BC) The Relaunch of Careers: How to Rekindle Employees' Passion for Work; (2248BC) The Needs and Attitudes of Young Workers: Why the Best of the Young Keep Leaving; (2249BC) The Retention of Talent: How to Connect with Young Workers; (2250BC) Flexible Work Arrangements: Why You Need Them Now and How to Make Them Work; (2251BC) Flexible Learning Opportunities: Why Continuous Education Matters and How to Make It Pay Off; (2252BC) Flexible Compensation and Benefits: Why Variety Will Rule and How to Leverage It
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| 13 pp.
| Workforce Crisis: Reader’s Discussion Guide
Author(s): Dychtwald, Ken; Erickson, Tamara J.; Morison, Robert
Publication Date: 04/04/2006
Product Type: HBS Press Chapter
HBS Number: 2257BC
Subjects: Competitive advantage; Dialogue; Employee retention; Employees; Management techniques; Managers; Organizational transformations; Strategic management
Academic Discipline: General management
Product Description: This chapter provides readers with the opportunity to reflect upon the trends and implications of the coming shortage of skills and talent for organizations. It offers a series of personal questions to be answered individually, as well as opportunities to discuss big picture issues, like the development of a workforce strategy, in a group. May be used with: (2242BC) The Coming Shortage of Skills and Labor: How a Brain Drain Threatens Your Organization's Performance; (2243BC) The Diverse and Demanding New Workforce: Why You Need a New Workforce Strategy; (2244BC) The Needs and Capabilities of Mature Workers: Why Older Employees Are Your Biggest Untapped Resource; (2245BC) The End of Retirement: How to Optimize the Services of Mature Workers; (2246BC) The Needs and Frustrations of Midcareer Workers: Why the Boomer Bottleneck Disrupts Productivity; (2247BC) The Relaunch of Careers: How to Rekindle Employees' Passion for Work; (2248BC) The Needs and Attitudes of Young Workers: Why the Best of the Young Keep Leaving; (2249BC) The Retention of Talent: How to Connect with Young Workers; (2250BC) Flexible Work Arrangements: Why You Need Them Now and How to Make Them Work; (2251BC) Flexible Learning Opportunities: Why Continuous Education Matters and How to Make It Pay Off; (2252BC) Flexible Compensation and Benefits: Why Variety Will Rule and How to Leverage It; (2253BC) Meaningful Work and Engaged Workers: How to Analyze Your Workforce and Anticipate Your Needs; (2256BC) The Manager's Agenda for C
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