We E-Book

Rudy Karsan

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 252

Veröffentlichungsjahr: 2011

Beschreibung

Achieve a fully engaged workforce

What if every single employee-every single one-worked in their dream job, utilized their best talents, worked with an inspirational leader and was fully engaged in their role?

For companies, this scenario leads to breakthroughs in productivity, customer service, profitability, and shareholder value. For individuals, it means better health, stronger relationships with family and friends, and greater happiness. We sketches the landscape of today's changing job environment and gives managers and individual employees alike a road map to full engagement.

• Anchored with specific metrics, based on studies of 2 million people, includes engagement, retention, customer loyalty, and profitability
• Scientific research and academic insights are translated into actionable steps
• Authors have extensive experience in cutting-edge human resources solutions

Achieve breakthrough results for yourself and your organization with the power of full engagement from We.

Leseprobe

Contents

Foreword

Introduction

Part One : Career-Life

Chapter 1 : The Return of the Work-Life Blend

Pay to Play in the NBA

The Return of Variable Pay

So Many Jobs

Disappearing Jobs

From Job, to Jobs

From 9-to-5 to Get-It-Done

Retirement (In)Security

From Work-Life Balance to the Work-Life Blend

Chapter 2 : Profits Drop When Your Spouse Kicks the Dog

Activity: Your Thoughts on Work

Step Right Up!

Roles, Identities, and Work

What’s in a Name?

Spillover and Crossover

Your Job and Your Marriage

Your Job and Your Children

Your Job and Your Health

Your Job and Your Quality of Life

Believe Us Now?

Part Two : The You in We

Chapter 3 : Aiming for the Career-Life Bull’s-Eye

Successful and Unsatisfied

The Three Ps: Passion, Purpose, Pay

Discover Passion in Your Biggest Dreams

What Is Your Purpose?

Thinking About Pay

Chapter 4 : Your Kind of People

Culture

The Twelve Archetypes of Organizational Culture

Regeneron: The Aggressive Sage

Delivering Happiness: The Zappos Story

Discover Your Preferred Culture

Identify Your Employer’s Culture

You Don’t Fit. Now What?

Chapter 5 : Do What Companies Do

The CEO of Your Career

Personal Career Board

Personal R&D and Learning

Your Message, Your Reach

Level Five Relationships

Think Globally

Be Mindful

Part Three : How Great Leaders Harmonize Teams

Chapter 6 : Harmonization = Engagement + Alignment

What Is Employee Engagement?

People Are People

Engagement Alone Isn’t Enough

Alignment Is Critical

Harmonization

One Person at a Time

Chapter 7 : Engagement Leads to “Better Earnings and Fatter Margins”

Boost Earnings!

Mirror, Mirror, On the Wall . . .

Beyond Customer Service

The True Cost of Turnover

Driving High Performance Culture at A.P. Moller-Maersk

Kennametal Conducts a Survey in Turbulent Economic Times

Aetna Demands Proof; Results from a 39-Company Study

Engagement Isn’t the Only Answer

Part Four : Manager’s Toolkit

Chapter 8 : GReAT Managers Focus on Growth, Recognition, And Trust

Growth

Recognition

Trust

Chapter 9 : More Ways to Drive Engagement

Teamwork

Communication

Future Vision

Corporate Responsibility

Product/Service Quality

Epilogue

Acknowledgments

About Kenexa

How to Reach Us

Notes

Index

Praise for We

“We, at Campbell Soup Company, have worked hard to achieve world-class levels of employee engagement, which in turn has driven success in all areas of the company. Karsan and Kruse offer compelling research and detailed advice that will enable leaders at all levels in an organization to step-up the emotional commitment they need from their team members to materially improve performance.”

—Douglas Conant, CEO, Campbell Soup Company

“If you think smoking kills, then you should know that having a bad job is just as lethal (literally) to both the employee and the company. What Rudy and Kevin understand is that both the employee and their leadership have dual roles in fixing this toxic situation—and they outline in detail the three drivers needed to create an engaged workplace, based on their experience and research from over 10 million people.”

—Verne Harnish, CEO, Gazelles Inc. and author ofThe Rockefeller Habits

“Karsan and Kruse show the power of having engaged employees for business success and provide practical guidance for how to achieve it.”

—Peter Cappelli, PhD, The Wharton School and author ofThe India Way

“In my years as a business journalist I’ve interviewed, spent time with, and learned from hundreds of executives. Rudy Karsan’s insights into career growth, employee engagement, and leadership have stood out. This book is a must read.”

—Ali Velshi, CNN Anchor and Chief Business Correspondent

“The importance of engagement in your work cannot be overstated. Whether you’re looking to make engagement a reality for yourself or your company, We provides the roadmap that will get you there.”

—Travis Bradberry, coauthor of the best sellerEmotional Intelligence 2.0

“During these challenging times, Karsan and Kruse remind us that successful businesses are built by dedicated workers. We: How to Increase Performance and Profits through Full Engagement should be read by everyone interested in building high-performing teams.”

—Congressman Patrick Murphy, authorTaking the Hill

“For anyone who has not yet identified their dream job, Karsan and Kruse offer a framework built around passion, purpose, and pay that can guide you to career choices that will lead to full engagement.”

—Gavin Kerr, President and CEO, Inglis Foundation

“There are no more safe jobs—or safe industries! Security comes from the ability to reinvent your career at any time. With its deep insights and provocative questions, this book is an invaluable resource that will help you move into an exciting and engaging career.”

—Pamela Mitchell, author ofThe 10 Laws of Career Reinvention

Copyright © 2011 by Kenexa. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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Illustrations by Deb Lee Toth.

Library of Congress Cataloging-in-Publication Data:

ISBN 978-0-470-76743-6 (cloth)

ISBN 978-1-118-01316-8 (ebk)

ISBN 978-1-118-01317-5 (ebk)

ISBN 978-1-118-01318-2 (ebk)

To my grandparents for their teachings, their sense of adventure, and most importantly, their unconditional love.

—RK

To my mother, who through her own dreams inspired me to write.

—KK

Foreword

In my book, Delivering Happiness: A Path to Profits, Passion, and Purpose (Business Plus, 2010), I write about how the number-one priority for us at Zappos is company culture. We believe that if we get the culture right, most of the other stuff, such as delivering great customer service or building a long-term enduring brand and business, will happen naturally on its own.

For us, it all starts with the hiring process. We do two sets of interviews. The first set is done by the hiring manager and his or her team, and is pretty typical, where we look for fit within the team, relevant experience, technical ability, and so on. Then, our HR department does a second set of interviews, looking purely for culture fit. Candidates have to pass both sets of interviews in order to be hired. Because of this, we’ve passed on a lot of very smart, talented people that we know could make an immediate impact on our top or bottom line; if they’re not a culture fit, we won’t hire them. Our ultimate goal is to create a culture of happy, engaged, and productive employees.

In We: How to Increase Performance and Profits Through Full Engagement, Rudy Karsan and Kevin Kruse offer their insights drawn from their own experiences as well as from studying over 10 million employees around the world. They offer self-assessments and practical advice, which are designed to help you maximize your happiness at work. Managers can learn how to create an environment that fosters growth, recognition, and trust.

Happy, engaged, and productive employees lead to happy and repeat customers. This book can be an important step to help all of us maximize happiness and engagement at work.

—Tony Hsieh, #1 New York Times best-selling author of Delivering Happiness and CEO of Zappos.com, Inc.

Introduction

We’d love to get to know you better. Where do you work?

What does your employer do?

No, really, we want you to answer that specific question—out loud. It’s a little exercise (we know it’s dangerously early in a book to be making you work). Just describe out loud—in a sentence or two—what your organization does.

Did you do it?

Okay, here’s the reveal. Did you say “we” or “they” when you described what your employer does? Did you say something like “We produce widgets for the automotive industry” or “They produce widgets for the automotive industry”?

That’s what we call the “We Test.”

You can tell a lot about an organization’s culture and whether workers are fully engaged in their jobs by how often they use the word we as opposed to they, our, or even I.

Do you say, “I’m the assistant manager on Jane’s team” or “I am the manager for our team?”Do you say, “I had the best quarter so far; sales were up 20 percent” or “ had the best quarter so far; sales were up 20 percent”?