Free Membership
Existing Members
Weekly e.Newsletter
Expert Insight
Tech Showcase
Breaking News
Research Center
Required Reading
Advertising Info
About Us
Site Search
|
| |||||||||||||
| The Essential Guide to Employee Engagement: Better Business Performance through Staff Satisfaction by Sarah Cook
| |||||||||||||
 Engaged employees are more productive, engender greater customer satisfaction and loyalty, and help promote a company's brand. This book explores the concept and practice behind creating an engaged workforce and how this can contribute to organizational success. Cook draws on case studies and examples from globally recognized companies to demonstrate how actively engaged employees assist the progress of their organization. She shows managers how to measure the level of their employees' engagement and provides them with strategies to help increase staff participation. | |||||||||||||
| [ More About This Book ]
Jul-27-2008 | |||||||||||||
| The Age Curve: How to Profit from the Demographic Storm by Kenneth W. Gronbach
| |||||||||||||
 The changes we see in marketing and business are based on one undeniable factor--the size of the generations we are selling to. As each generation ages, what they buy and how much they buy will change. As these customers grow up, the smartest marketers will stay ahead of them--and their money. In The Age Curve, marketing guru Kenneth Gronbach shows executives and entrepreneurs how to anticipate this wave of predictable demand and ride it to success. Using impeccable research, Gronbach reveals how our largest generations, the Baby Boomers and Generation Y, are redefining how we market and how businesses can anticipate their needs more effectively. | |||||||||||||
| [ More About This Book ]
Jun-28-2008 | |||||||||||||
| Judgment: How Winning Leaders Make Great Calls by Noel M. Tichy, Warren G. Bennis
| |||||||||||||
 Tichy and Bennis examine the critical role judgment plays in effective leadership. Calling judgment the essence of leadership, they identify three judgment domains that can undermine any leader's success — people, strategy and crisis — and explore such challenges as selecting the top team, CEO succession, and crisis as a leadership development opportunity. The good news: even if one isn't born with good judgment, it can be learned. | |||||||||||||
| [ More About This Book ]
Jun-01-2008 | |||||||||||||
| The Breakthrough Company: How Everyday Companies Become Extraordinary Performers by Keith R. Mcfarland
| |||||||||||||
 The vast majority of small businesses stay small — and not by choice. Only the most savvy and persistent — a tiny one tenth of one percent — break through to annual sales above $250 million. In The Breakthrough Company, Keith McFarland pinpoints how everyday companies become extraordinary, showing that luck is a negligible factor. Rather, breakthrough success turns out to be associated with a clearly identifiable set of strategies and skills that anyone in any business can emulate — from small startup to industry leader. | |||||||||||||
| [ More About This Book ]
May-04-2008 | |||||||||||||
| Companies Seek an Edge Through Engaged Employees
| |||||||||||||
The increasingly recognized link between high levels of employee commitment and bottom line results means business leaders all over the world are exploring engagement metrics and measures. They can be used to enhance the image of the company as a responsible employer, or improve employee retention in fast-developing markets where staff turnover is high due to a buoyant labor market. Rapid economic change and uncertainty in many markets makes such measures more relevant than ever. Levels of engagement are even beginning to be perceived by some investors as an important indicator of a company’s financial health and sustainability. Companies can plot levels of engagement for an entire workforce by looking at data relating to resignation levels, absence rates, employee attitudes, training hours per full-time employee (FTE), performance-related pay and incidence of grievance. These range from the high levels of engagement that produce positive behaviors such as flexibility and innovation to the other end of the scale where companies experience resignations, absence, pilfering, theft, oppositional solidarity, even sabotage. The report also charts the rise of a new kind of offshoring - Knowledge Process Offshoring (KPO) - where traditionally sacrosanct knowledge or judgement services such as research and sales and marketing are run from other countries. The KPO market globally is predicted to grow to $16.7 billion by 2010-2011, implying an annual growth rate of 39% and employing some 390,000 professionals by March 2011. Here, countries such as India, China, Russia, Poland, Hungary and republics from the former Soviet Union provide high levels of skills at comparatively low cost for many western economies experiencing skills gaps. A new concept of ‘connected sourcing’ is also emerging. This sees organizations increasingly focusing on what they do best and then orchestrating a portfolio of relationships for the rest. This requires a new approach and highly developed levels of collaboration, transparency, trust and relationship management. A further development is found in the area of talent management. The traditional focus on high performers and ‘high flyers’ is shifting to include ‘pivotal employees.’ These are segments of the workforce that are expected to create value and determine the success of the organization. They can range from the receptionist to the sales director and the contribution of these core people has a disproportionate impact on determining both the success of an organization and its sustainability. | |||||||||||||
| [ More About This Book ]
May-01-2008 | |||||||||||||
| |||||||||||||
