In this book we get to know that human assets aren’t a part of a business. If you take away the human assets, you don’t have a business, just a bunch of offices and equipment that can’t do anything. Businesses are people–irrational, emotional, unpredictable, creative, oddly gifted, and sometimes ingenious people who don’t operate according to the theories.
“With a mix of cleared-eyed business analysis, heart-wrenching stories, and hard-won lessons for both consultants and the people who hire them, this book is impossible to put down and impossible to ignore. Karen Phelan and other consultants may have "broken" your company, but she's eager to repair the damage and make amends. She offers the perfect antidote to years of management malpractice.” – Berrett Khoeler Publisher
“Drawing on her own consulting experiences, she portrays them as providing pre-packaged, unproven theoretical constructs that "substitute for getting people to work together better.” – Publishers Weekly
Most managers assume that surviving, especially in recessions, requires slashing wages, benefits, and other workforce expenses. And lowest-skilled workers are often viewed as the most expendable.In Profit at the Bottom of the Ladder, Jody Heymann overturns these assumptions. Drawing from thousands of interviews with employees from front line to C-suite at
Six Sigma black belts around the world have gotten good at improving four of the root causes of quality defects, machines, materials, measurement, and methods, but there is another root cause identified in the Six Sigma methodology: people. This root cause has largely been ignored. This is not too surprising because
Based on research performed by the prestigious Saratoga Institute, The 7 Hidden Reasons Employees Leave provides readers with real solutions for the costly problem of employee turnover. Readers will learn how to align employee expectations with the realities of the position, avoid job–person mismatches, and provide feedback and coaching that breed
Employees in the workplace belong to different generations which impact their way of thinking and how they see matters. These generational differences are what we call Sticking Points. Knowing these sticking points can allow teams to label tension points and work through them – even anticipate and preempt them. But most
The usual way to develop a future vision is to hire consultants who do lots of research on the industry and trends and write all this up in a report.
The goal shouldn’t be to develop a plan to follow but to gain the wisdom and knowledge to react appropriately to a rapidly changing world given the capabilities of the company.
If you pick a specific goal and attach rewards and punishments to it, you can guarantee that somehow that goal will be met. Unfortunately, this often comes at the expense of other worthy, but non-measured, business goals.
Rewards and incentives have very short-term benefits but in the long-term inhibit learning and intrinsic motivation.
Besides being subject to the biases of the manager, the problem with the rating system is that em-ployees must be labeled and sorted at a particular moment in time.
The purpose of the sorting/labeling system is to find the employees with leadership potential so they can be groomed for the next management levels.