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Cause for change [[electronic resource] ] : the why and how of nonprofit millennial engagement / / Kari Dunn Saratovsky, Derrick Feldman ; foreword by Jean Case
| Cause for change [[electronic resource] ] : the why and how of nonprofit millennial engagement / / Kari Dunn Saratovsky, Derrick Feldman ; foreword by Jean Case |
| Autore | Saratovsky Kari Dunn <1979-> |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | San Francisco, : Jossey-Bass, a Wiley imprint, 2013 |
| Descrizione fisica | 1 online resource (240 p.) |
| Disciplina | 658.3/01 |
| Altri autori (Persone) | FeldmanDerrick <1978-> |
| Soggetto topico |
Generation Y - Employment
Youth - Employment Nonprofit organizations Intergenerational communication Personnel management |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-299-19011-1
1-118-42031-4 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | The importance of the next generation and why they matter to you -- Developing your millennial engagement strategy -- Generation connected -- A call to action -- The power of peer influence -- The millennial donor -- Millennials in the workplace -- Millennials as nonprofit leaders. |
| Record Nr. | UNINA-9910463339603321 |
Saratovsky Kari Dunn <1979->
|
||
| San Francisco, : Jossey-Bass, a Wiley imprint, 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Cause for change [[electronic resource] ] : the why and how of nonprofit millennial engagement / / Kari Dunn Saratovsky, Derrick Feldman ; foreword by Jean Case
| Cause for change [[electronic resource] ] : the why and how of nonprofit millennial engagement / / Kari Dunn Saratovsky, Derrick Feldman ; foreword by Jean Case |
| Autore | Saratovsky Kari Dunn <1979-> |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | San Francisco, : Jossey-Bass, a Wiley imprint, 2013 |
| Descrizione fisica | 1 online resource (240 p.) |
| Disciplina | 658.3/01 |
| Altri autori (Persone) | FeldmanDerrick <1978-> |
| Soggetto topico |
Generation Y - Employment
Youth - Employment Nonprofit organizations Intergenerational communication Personnel management |
| ISBN |
1-299-19011-1
1-118-42031-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | The importance of the next generation and why they matter to you -- Developing your millennial engagement strategy -- Generation connected -- A call to action -- The power of peer influence -- The millennial donor -- Millennials in the workplace -- Millennials as nonprofit leaders. |
| Record Nr. | UNINA-9910786014903321 |
|
Saratovsky Kari Dunn <1979->
|
||
| San Francisco, : Jossey-Bass, a Wiley imprint, 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Cause for change [[electronic resource] ] : the why and how of nonprofit millennial engagement / / Kari Dunn Saratovsky, Derrick Feldman ; foreword by Jean Case
| Cause for change [[electronic resource] ] : the why and how of nonprofit millennial engagement / / Kari Dunn Saratovsky, Derrick Feldman ; foreword by Jean Case |
| Autore | Saratovsky Kari Dunn <1979-> |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | San Francisco, : Jossey-Bass, a Wiley imprint, 2013 |
| Descrizione fisica | 1 online resource (240 p.) |
| Disciplina | 658.3/01 |
| Altri autori (Persone) | FeldmanDerrick <1978-> |
| Soggetto topico |
Generation Y - Employment
Youth - Employment Nonprofit organizations Intergenerational communication Personnel management |
| ISBN |
1-299-19011-1
1-118-42031-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | The importance of the next generation and why they matter to you -- Developing your millennial engagement strategy -- Generation connected -- A call to action -- The power of peer influence -- The millennial donor -- Millennials in the workplace -- Millennials as nonprofit leaders. |
| Record Nr. | UNINA-9910828874903321 |
|
Saratovsky Kari Dunn <1979->
|
||
| San Francisco, : Jossey-Bass, a Wiley imprint, 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Common sense talent management : using strategic human resources to improve company performance / / Steven T. Hunt
| Common sense talent management : using strategic human resources to improve company performance / / Steven T. Hunt |
| Autore | Hunt Steven T. <1965-> |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | San Francisco, California : , : John Wiley & Sons, , 2014 |
| Descrizione fisica | 1 online resource (466 p.) |
| Disciplina | 658.3/01 |
| Soggetto topico |
Manpower planning
Employee selection Personnel management |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-118-23392-1
1-118-92341-3 1-118-22023-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Commonsense Talent Management: Using Strategic Human Resources to Improve Company Performance; Copyright; Contents; Tables, Figures, and Discussions; Preface; Chapter 1: Why Read This Book? The Good, the Great, and the Stupidus Maximus Award; 1.1 How This Book Is Structured; 1.2 The Role of HR Technology in Strategic HR; 1.3 Why This Book Matters; Notes; Chapter 2: Strategic HR: What It Is, Why It Is Important, and Why It Is Often Difficult; 2.1 The Fundamental Processes of Strategic HR; 2.2 Why Do We Need Strategic HR Departments?; 2.3 What Makes Strategic HR Difficult; 2.4 Conclusion; Notes
Chapter 3: Business Execution and Strategic HR3.1 Defining Business Execution; 3.2 Assessing Business Execution Needs; 3.3 Using Strategic HR Processes to Support Business Execution; 3.4 Linking Specific Business Execution Drivers to Different HR Processes; 3.5 Increasing Strategic HR Process Maturity; 3.5.1 Right People Maturity Levels; 3.5.2 Right Things Maturity Levels; 3.5.3 Right Way Maturity Levels; 3.5.4 Right Development; 3.6 Integrating Strategic HR Processes; 3.7 Conclusion; Notes; Chapter 4: Right People: Designing Recruiting and Staffing Processes 4.1 Recruiting to Support Business Execution4.1.1 Quality of Hiring Decisions; 4.1.2 Quality of Sourcing; 4.1.3 Relationships and Networking; 4.1.4 Hiring Manager Involvement; 4.1.5 Integrated Talent Management; 4.2 Critical Recruiting Design Questions; 4.2.1 What Types of Jobs Are We Hiring For?; 4.2.2 How Many People Will We Need to Hire, and When Will We Need Them?; 4.2.3 What Sort of Employees Do We Need to Hire? What Attributes Do Candidates Need to Possess to Become Effective Employee? 4.2.4 What Roles Will Hiring Managers, Recruiters, Coworkers, and Candidates Play in the Hiring Process?4.2.5 How Will We Source Candidates?; 4.2.6 How Will We Select Candidates?; 4.2.7 How Will We Get Newly Hired Employees Up to Full Productivity?; 4.2.8 How Will We Retain Employees after They Are Hired?; 4.2.9 How Will We Measure Recruiting Success and Improve Our Processes over Time?; 4.3 Recruiting Process Maturity; 4.4 Conclusion; Notes; Chapter 5: Doing the Right Things: Becoming a Goal-Driven Organization; 5.1 What It Means to Be a "Goal-Driven" Organization 5.2 The Role of Goals in an Integrated Strategic HR System5.3 Goal Management Critical Design Questions; 5.3.1 How Will You Ensure Employees Have Well-Defined Goal Plans?; 5.3.2 What Are You Doing to Ensure Employees Feel a Sense of Commitment and Ownership toward the Goals They Are Assigned?; 5.3.3 What Methods Are Used to Align Employees' Goals with Company Business Strategies?; 5.3.4 How Is Employee Goal Accomplishment Measured?; 5.3.5 What Is the Relationship between Goal Accomplishment and Employee Pay, Promotions, and Recognition? 5.3.6 How Are Goals Used to Support Employee Development and Career Growth? |
| Record Nr. | UNINA-9910453210103321 |
|
Hunt Steven T. <1965->
|
||
| San Francisco, California : , : John Wiley & Sons, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Common sense talent management : using strategic human resources to improve company performance / / Steven T. Hunt
| Common sense talent management : using strategic human resources to improve company performance / / Steven T. Hunt |
| Autore | Hunt Steven T. <1965-> |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | San Francisco, California : , : John Wiley & Sons, , 2014 |
| Descrizione fisica | 1 online resource (466 p.) |
| Disciplina | 658.3/01 |
| Soggetto topico |
Manpower planning
Employee selection Personnel management |
| ISBN |
1-118-23392-1
1-118-92341-3 1-118-22023-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Commonsense Talent Management: Using Strategic Human Resources to Improve Company Performance; Copyright; Contents; Tables, Figures, and Discussions; Preface; Chapter 1: Why Read This Book? The Good, the Great, and the Stupidus Maximus Award; 1.1 How This Book Is Structured; 1.2 The Role of HR Technology in Strategic HR; 1.3 Why This Book Matters; Notes; Chapter 2: Strategic HR: What It Is, Why It Is Important, and Why It Is Often Difficult; 2.1 The Fundamental Processes of Strategic HR; 2.2 Why Do We Need Strategic HR Departments?; 2.3 What Makes Strategic HR Difficult; 2.4 Conclusion; Notes
Chapter 3: Business Execution and Strategic HR3.1 Defining Business Execution; 3.2 Assessing Business Execution Needs; 3.3 Using Strategic HR Processes to Support Business Execution; 3.4 Linking Specific Business Execution Drivers to Different HR Processes; 3.5 Increasing Strategic HR Process Maturity; 3.5.1 Right People Maturity Levels; 3.5.2 Right Things Maturity Levels; 3.5.3 Right Way Maturity Levels; 3.5.4 Right Development; 3.6 Integrating Strategic HR Processes; 3.7 Conclusion; Notes; Chapter 4: Right People: Designing Recruiting and Staffing Processes 4.1 Recruiting to Support Business Execution4.1.1 Quality of Hiring Decisions; 4.1.2 Quality of Sourcing; 4.1.3 Relationships and Networking; 4.1.4 Hiring Manager Involvement; 4.1.5 Integrated Talent Management; 4.2 Critical Recruiting Design Questions; 4.2.1 What Types of Jobs Are We Hiring For?; 4.2.2 How Many People Will We Need to Hire, and When Will We Need Them?; 4.2.3 What Sort of Employees Do We Need to Hire? What Attributes Do Candidates Need to Possess to Become Effective Employee? 4.2.4 What Roles Will Hiring Managers, Recruiters, Coworkers, and Candidates Play in the Hiring Process?4.2.5 How Will We Source Candidates?; 4.2.6 How Will We Select Candidates?; 4.2.7 How Will We Get Newly Hired Employees Up to Full Productivity?; 4.2.8 How Will We Retain Employees after They Are Hired?; 4.2.9 How Will We Measure Recruiting Success and Improve Our Processes over Time?; 4.3 Recruiting Process Maturity; 4.4 Conclusion; Notes; Chapter 5: Doing the Right Things: Becoming a Goal-Driven Organization; 5.1 What It Means to Be a "Goal-Driven" Organization 5.2 The Role of Goals in an Integrated Strategic HR System5.3 Goal Management Critical Design Questions; 5.3.1 How Will You Ensure Employees Have Well-Defined Goal Plans?; 5.3.2 What Are You Doing to Ensure Employees Feel a Sense of Commitment and Ownership toward the Goals They Are Assigned?; 5.3.3 What Methods Are Used to Align Employees' Goals with Company Business Strategies?; 5.3.4 How Is Employee Goal Accomplishment Measured?; 5.3.5 What Is the Relationship between Goal Accomplishment and Employee Pay, Promotions, and Recognition? 5.3.6 How Are Goals Used to Support Employee Development and Career Growth? |
| Record Nr. | UNINA-9910790965803321 |
|
Hunt Steven T. <1965->
|
||
| San Francisco, California : , : John Wiley & Sons, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Common sense talent management : using strategic human resources to improve company performance / / Steven T. Hunt
| Common sense talent management : using strategic human resources to improve company performance / / Steven T. Hunt |
| Autore | Hunt Steven T. <1965-> |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | San Francisco, California : , : John Wiley & Sons, , 2014 |
| Descrizione fisica | 1 online resource (466 p.) |
| Disciplina | 658.3/01 |
| Soggetto topico |
Manpower planning
Employee selection Personnel management |
| ISBN |
1-118-23392-1
1-118-92341-3 1-118-22023-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Commonsense Talent Management: Using Strategic Human Resources to Improve Company Performance; Copyright; Contents; Tables, Figures, and Discussions; Preface; Chapter 1: Why Read This Book? The Good, the Great, and the Stupidus Maximus Award; 1.1 How This Book Is Structured; 1.2 The Role of HR Technology in Strategic HR; 1.3 Why This Book Matters; Notes; Chapter 2: Strategic HR: What It Is, Why It Is Important, and Why It Is Often Difficult; 2.1 The Fundamental Processes of Strategic HR; 2.2 Why Do We Need Strategic HR Departments?; 2.3 What Makes Strategic HR Difficult; 2.4 Conclusion; Notes
Chapter 3: Business Execution and Strategic HR3.1 Defining Business Execution; 3.2 Assessing Business Execution Needs; 3.3 Using Strategic HR Processes to Support Business Execution; 3.4 Linking Specific Business Execution Drivers to Different HR Processes; 3.5 Increasing Strategic HR Process Maturity; 3.5.1 Right People Maturity Levels; 3.5.2 Right Things Maturity Levels; 3.5.3 Right Way Maturity Levels; 3.5.4 Right Development; 3.6 Integrating Strategic HR Processes; 3.7 Conclusion; Notes; Chapter 4: Right People: Designing Recruiting and Staffing Processes 4.1 Recruiting to Support Business Execution4.1.1 Quality of Hiring Decisions; 4.1.2 Quality of Sourcing; 4.1.3 Relationships and Networking; 4.1.4 Hiring Manager Involvement; 4.1.5 Integrated Talent Management; 4.2 Critical Recruiting Design Questions; 4.2.1 What Types of Jobs Are We Hiring For?; 4.2.2 How Many People Will We Need to Hire, and When Will We Need Them?; 4.2.3 What Sort of Employees Do We Need to Hire? What Attributes Do Candidates Need to Possess to Become Effective Employee? 4.2.4 What Roles Will Hiring Managers, Recruiters, Coworkers, and Candidates Play in the Hiring Process?4.2.5 How Will We Source Candidates?; 4.2.6 How Will We Select Candidates?; 4.2.7 How Will We Get Newly Hired Employees Up to Full Productivity?; 4.2.8 How Will We Retain Employees after They Are Hired?; 4.2.9 How Will We Measure Recruiting Success and Improve Our Processes over Time?; 4.3 Recruiting Process Maturity; 4.4 Conclusion; Notes; Chapter 5: Doing the Right Things: Becoming a Goal-Driven Organization; 5.1 What It Means to Be a "Goal-Driven" Organization 5.2 The Role of Goals in an Integrated Strategic HR System5.3 Goal Management Critical Design Questions; 5.3.1 How Will You Ensure Employees Have Well-Defined Goal Plans?; 5.3.2 What Are You Doing to Ensure Employees Feel a Sense of Commitment and Ownership toward the Goals They Are Assigned?; 5.3.3 What Methods Are Used to Align Employees' Goals with Company Business Strategies?; 5.3.4 How Is Employee Goal Accomplishment Measured?; 5.3.5 What Is the Relationship between Goal Accomplishment and Employee Pay, Promotions, and Recognition? 5.3.6 How Are Goals Used to Support Employee Development and Career Growth? |
| Record Nr. | UNINA-9910820955003321 |
|
Hunt Steven T. <1965->
|
||
| San Francisco, California : , : John Wiley & Sons, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Developing human capital : using analytics to plan and optimize your learning and development investments
| Developing human capital : using analytics to plan and optimize your learning and development investments |
| Autore | Pease Gene |
| Pubbl/distr/stampa | Hoboken : , : Wiley, , 2014 |
| Descrizione fisica | 1 online resource (319 pages) |
| Disciplina |
658.3
658.3/01 |
| Collana | Wiley and SAS business series |
| Soggetto topico |
Employees -- Training of
Human capital -- Management Human capital Manpower planning Personnel management |
| ISBN |
1-118-91114-8
1-118-91088-5 |
| Classificazione | BUS019000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Developing Human Capital: Using Analytics to Plan and Optimize Your Learning and Development Investments; Wiley & SAS Business Series; Copyright; Contents; Foreword; Preface; Acknowledgments; Introduction; Show Me the Money; Learning Metrics Are Business Metrics; Understand the Business; Be the Business; On the Horizon and Beyond; Note; Chapter 1: The New Workforce; Defining the Generations; Projected Gaps as the Generations Shift; Chasing Down Retirement; Changing the Way We Work; Technology; Economy; Globalization; Demographics; Are Virtual Workplaces Here to Stay?
What Can Learning Leaders Do? Summary; Note; Chapter 2: The Need for a Strategy; Measurement as an Intentional Process; Continuum of Analytics; Anecdotes; Scorecards and Dashboards; Benchmarks; Correlations and Causation; Predictive Analytics and Optimization; Continuum of Learning and Development Analytics; Summary; Note; Case Study: A Measurement Strategy in Action: Pfizer; Background; The Need for a Strategy; Creating a Strategy; Taking Action; Alignment; A Culture of Measurement; Improve Postcourse Evaluations; Improve Course Assessments; Next Steps Chapter 3: Establishing a Measurement Framework Measurement Frameworks; A Practical Measurement Framework for Learning; Summary; Note; Case Study: Improving Collectors' Skills: AT&T; Business Issue; Business Situation; Business Goals; Consequences of Inaction; Challenge for AT&T Learning Services; Learning Services Goals; Develop New Vision; Determine Skill Needs; Determine Measures of Success; Training Design Approach; Address Two Populations through Life Cycle of Change; Focus on One Vision; Focus on Management Skills; Ensure Buy-In and Engagement; Focus on the Learners Address Life Cycle of Change Training Design Content; Human Connection Workshops; Human Connection; Developing Extraordinary Performers (DeEP); DeEP Engagement Techniques; DeEP Engagement Techniques Design; Execution; Preview Workshops; Delivery; Cultural Considerations; Instructor Delivery Skills; Coaching and Reinforcement; Reinforcement Tools; Results; Human Connection: Levels 1 to 4 Evaluations; DeEP: Levels 1 to 3 Evaluations; Human Connection Results (Levels 1 to 3); Human Connection Results (Level 4); DeEP Results (Levels 1 to 3); DeEP Engagement Techniques Results (Levels 1 to 3) DeEP: Manager Comments DeEP Engagement Techniques: Manager Comments; Conclusion; Learning Services Achievements; Overall Results; Chapter 4: Planning for Success; Purpose and Political Will; Skills and Capabilities; Tools and Technology; Data; Taking Inventory: What It Takes; Developing the Plan: Measurement Blueprints; Summary; Note; Case Study: A Culture of Measurement: Chrysler Academy; Background; It Started with a Plan; Fast-Forward; Measurement Framework; Responsive and Relevant; Chapter 5: Curriculum Alignment; Goal: To Close the Skill Gaps; The Performance Map How We Learn from High Performers |
| Record Nr. | UNINA-9910132189103321 |
|
Pease Gene
|
||
| Hoboken : , : Wiley, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Developing human capital : using analytics to plan and optimize your learning and development investments
| Developing human capital : using analytics to plan and optimize your learning and development investments |
| Autore | Pease Gene |
| Pubbl/distr/stampa | Hoboken : , : Wiley, , 2014 |
| Descrizione fisica | 1 online resource (319 pages) |
| Disciplina |
658.3
658.3/01 |
| Collana | Wiley and SAS business series |
| Soggetto topico |
Employees -- Training of
Human capital -- Management Human capital Manpower planning Personnel management |
| ISBN |
1-118-91114-8
1-118-91088-5 |
| Classificazione | BUS019000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Developing Human Capital: Using Analytics to Plan and Optimize Your Learning and Development Investments; Wiley & SAS Business Series; Copyright; Contents; Foreword; Preface; Acknowledgments; Introduction; Show Me the Money; Learning Metrics Are Business Metrics; Understand the Business; Be the Business; On the Horizon and Beyond; Note; Chapter 1: The New Workforce; Defining the Generations; Projected Gaps as the Generations Shift; Chasing Down Retirement; Changing the Way We Work; Technology; Economy; Globalization; Demographics; Are Virtual Workplaces Here to Stay?
What Can Learning Leaders Do? Summary; Note; Chapter 2: The Need for a Strategy; Measurement as an Intentional Process; Continuum of Analytics; Anecdotes; Scorecards and Dashboards; Benchmarks; Correlations and Causation; Predictive Analytics and Optimization; Continuum of Learning and Development Analytics; Summary; Note; Case Study: A Measurement Strategy in Action: Pfizer; Background; The Need for a Strategy; Creating a Strategy; Taking Action; Alignment; A Culture of Measurement; Improve Postcourse Evaluations; Improve Course Assessments; Next Steps Chapter 3: Establishing a Measurement Framework Measurement Frameworks; A Practical Measurement Framework for Learning; Summary; Note; Case Study: Improving Collectors' Skills: AT&T; Business Issue; Business Situation; Business Goals; Consequences of Inaction; Challenge for AT&T Learning Services; Learning Services Goals; Develop New Vision; Determine Skill Needs; Determine Measures of Success; Training Design Approach; Address Two Populations through Life Cycle of Change; Focus on One Vision; Focus on Management Skills; Ensure Buy-In and Engagement; Focus on the Learners Address Life Cycle of Change Training Design Content; Human Connection Workshops; Human Connection; Developing Extraordinary Performers (DeEP); DeEP Engagement Techniques; DeEP Engagement Techniques Design; Execution; Preview Workshops; Delivery; Cultural Considerations; Instructor Delivery Skills; Coaching and Reinforcement; Reinforcement Tools; Results; Human Connection: Levels 1 to 4 Evaluations; DeEP: Levels 1 to 3 Evaluations; Human Connection Results (Levels 1 to 3); Human Connection Results (Level 4); DeEP Results (Levels 1 to 3); DeEP Engagement Techniques Results (Levels 1 to 3) DeEP: Manager Comments DeEP Engagement Techniques: Manager Comments; Conclusion; Learning Services Achievements; Overall Results; Chapter 4: Planning for Success; Purpose and Political Will; Skills and Capabilities; Tools and Technology; Data; Taking Inventory: What It Takes; Developing the Plan: Measurement Blueprints; Summary; Note; Case Study: A Culture of Measurement: Chrysler Academy; Background; It Started with a Plan; Fast-Forward; Measurement Framework; Responsive and Relevant; Chapter 5: Curriculum Alignment; Goal: To Close the Skill Gaps; The Performance Map How We Learn from High Performers |
| Record Nr. | UNINA-9910809234603321 |
|
Pease Gene
|
||
| Hoboken : , : Wiley, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Employer brand management : practical lessons from the world's leading employers / / Richard Mosley ; preface by Simon Barrow
| Employer brand management : practical lessons from the world's leading employers / / Richard Mosley ; preface by Simon Barrow |
| Autore | Mosley Richard <1964-> |
| Pubbl/distr/stampa | Chichester, [England] : , : Wiley, , 2014 |
| Descrizione fisica | 1 online resource (319 p.) |
| Disciplina | 658.3/01 |
| Soggetto topico |
Personnel management
Employees - Recruiting Corporate culture Corporate image Branding (Marketing) |
| ISBN |
1-118-89851-6
1-119-20805-X 1-118-89850-8 |
| Classificazione | BUS019000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Title Page; Copyright; Contents; Preface by Simon Barrow; Chapter 1 Introduction; Why the New Book?; Why should Companies invest in Employer Brand Management?; Defining 'Employer Brand'; The Difference between Branding and Brand Management; Summary and Key Conclusions; Chapter 2 Business Case; 1. The Cost Benefits of a Strong Employer Brand; (a) Targeting the right potential candidates; (b) Rationalizing your creative spend; (c) Building brand awareness and equity; (d) Enhancing your pulling power; (e) Hiring good people for less; (f) Reducing unwanted attrition (and re-hire)
2. The Performance Benefits of a Strong Employer Brand(a) Hiring more high performers; (b) On-boarding employees more effectively; (c) Improving employee engagement; (d) Enhancing communication and change management effectiveness; (e) Building brand engagement; Summary and Key Conclusions; Chapter 3 Brand Ideology; Defining a Clear and Compelling Statement of Purpose; Vision and mission; Core Values; The Core Values of Guardian Media Group; Johnson & Johnson's credo; Summary and Key Conclusions; Chapter 4 Brand Hierarchy and Adaptation; 'Integrated ' Branded House Model 'Parent-subsidiary' House of Brands ModelWho Owns the Brand?; Summary and Key Conclusions; Chapter 5 Strategy and Capability; Corporate Strategy; Business Strategy; HR Strategy; Talent Strategy; Inclusive vs Exclusive Talent Management; Buy, Borrow or Build?; Global Local Strategy; Summary and Key Conclusions; Chapter 6 The Perfect Employee; Identifying the Right Talent; Summary and Key Conclusions; Chapter 7 Diversity and Segmentation; Accounting for Diversity; The Benefits of Diversity; Talent Segmentation; Summary and Key Conclusions; Chapter 8 Reputation and Attraction Evaluating your External Reputation(a) Industry image; (b) Competitor analysis; (c) Attraction; Assessing your External Reputation; (a) Corporate Reputation Surveys; (b) Student Surveys; (c) Experienced Hire Surveys; (d) New Joiner Surveys; (e) Social Reputation Audit; Image Analysis; Summary and Key Conclusions; Chapter 9 Engagement and Retention; Gallup; Towers Watson; Employee Engagement Surveys; (a) Engagement heatmap; (b) Performance scorecard; (c) Engagement drivers; (d) Differentiators; (e) Momentum; Retention Drivers; Qualitative Research; Summary and Key Conclusions Chapter 10 Employer Brand Positioning and Differentiation(a) Status; (b) Purpose; (c) Teamwork; (d) Autonomy; (e) Innovation; (f) Learning; (g) Progression; (h) Performance; Competitor Maping; Summary and Key Conclusions; Chapter 11 EVP Development; Establishing A Strong Foundation; (a) Selecting the right development team; (b) Consultation with executive management; (c) Consultation with the HR leadership team; (d) Consultation with the brand team; (e) Agency support; (f) Establishing the business case and securing leadership support; (g) Review your existing data and insights (h) Building an insight platform |
| Record Nr. | UNINA-9910132181203321 |
|
Mosley Richard <1964->
|
||
| Chichester, [England] : , : Wiley, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Handbook for strategic HR [[electronic resource] ] : best practices in organizational development from the OD network / / edited by John Vogelsang ... [et al.]
| Handbook for strategic HR [[electronic resource] ] : best practices in organizational development from the OD network / / edited by John Vogelsang ... [et al.] |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | New York, : American Management Association, c2013 |
| Descrizione fisica | 1 online resource (673 p.) |
| Disciplina | 658.3/01 |
| Altri autori (Persone) | VogelsangJohn |
| Soggetto topico |
Personnel management
Organizational change |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-283-68881-6
0-8144-3250-6 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Title; Copyright; CONTENTS; The Editors; Section 1 The Changing World of Human Resources; Introduction; 1. The Role of Organization Development in the Human Resource Function; 2. Organization Development and Human Resources Management; Section 2 Consulting and Partnership Skills; Introduction; Facilitation and the Consulting Process; The Core Skills Needed in Consulting on Process Issues; The Client-Consultant Relationship; The Consultant as Person; Partnerships Among the HR Business Partner, Leadership, Staff, and an Internal or External OD Consultant; 3. Facilitation 101
4. Action Research: The Anchor of OD Practice5. The Organization Development Contract; 6. The Seven Deadly Sins of OD Consulting: Pitfalls to Avoid in the Consulting Practice; 7. Notes Towards a Better Understanding of Process: An Essay; 8. The Consultant as Process Leader; 9. Working with the Client-Consultant Relationship: Why Every Step Is an "Intervention"; 10. Who Owns the OD Effort?; 11. Unraveling the "Who's Responsible?" Riddle; 12. Rules of Thumb for Change Agents; 13. If I Knew Then . . . : An Essay; 14. Who Is the Client Here?: On Becoming An OD Consultant 15. An Inner Blueprint for Successful Partnership Development: Putting a Relationship to Work16. Reflections on a Cross-Cultural Partnership in Multicultural Organizational Development Efforts; Section 3 Use of Self as an Instrument of Change; Introduction; Use of Self: Our Instrument of Change; The Mental Realities We Build; Ethical Leadership; Covert Processes; 17. Managing Use of Self for Masterful Professional Practice; 18. Personal and Organizational Authority: Bringing the Self into a System of Work Relationships; 19. Diversity, Inclusion, and the Ladder of Inference 20. Mindfulness and Experiential Learning21. Generative Conversations: How to Use Deep Listening and Transforming Talk in Coaching and Consulting; 22. Diversity and Social Justice: Practices for OD Practitioners; 23. Racism in the Workplace: OD Practitioners' Role in Change; 24. Quadrant Behavior Theory: Edging the Center the Potential for Change and Inclusion; 25. Ethical Leadership and OD Practice; 26. Diagnosing Covert Processes in Groups and Organizations; Section 4 Thinking Systemically and Strategically; Introduction; Systems Thinking: The Connectedness of Everything An Evolving Understanding of Systems ThinkingDesigning Organizations; Culture; Organic/Open Systems Models; Complex Adaptive and Dialogic Approaches; 27. General Systems Theory: What is it? Is There an Application Example for OD?; 28. Gestalt OSD and Systems Theory: A Perspective on Levels of System and Intervention Choices; 29. Towards a Behavioral Description of High-Performing Systems; 30. Chaos and Complexity: What Can Science Teach?; 31. The Postmodern Turn in OD; 32. Corporate Culture; 33. Trauma and Healing in Organizations 34. Diversity and Inclusion as a Major Culture Change Intervention |
| Record Nr. | UNINA-9910462204303321 |
| New York, : American Management Association, c2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
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