Building a Magnetic Culture March 2, 2012Posted by McGraw-Hill Education (Asia) in Management & Organization.
Tags: appraisal, aptitude, behavior, change management, Corporate Culture, CV, Development, Employee, Engagement, ethical, ethics, fire, hire, human capital, labor, law, legal, loyal, loyalty, management, manager, maximize, minimize, organizational design, personnel, policies, policy, qualifications, recruit, recruitment, resource, resourcing, resume, retention, Risk, ROI, select, selection, shortlist, skills, staff, Strategy, Talent, Talent Management, technique, terminate, termination, transformation, turnover, worker, workforce
Building a Magnetic Culture
How to Attract and Retain Top Talent to Create an Engaged, Productive Workforce
Author: Kevin Sheridan
ISBN: 9780071773997 / 0071773991
©2012 | 1st Edition | 256 pages | Hardback
Pub Date: DEC-11
Price: US$ 28.00
Introduction | Learn More
Secrets to attracting the best talent and making them want to stick around
As CEO of leading employee survey and HR consulting firm HR Solutions, Inc., Kevin Sheridan knows how it’s done—and in Building a Magnetic Culture, he shares all his secrets.
Building a Magnetic Culture explains what engages and motivates employees and how to create an environment in which employees can thrive. Drawing on years of research and real-world examples from his consulting experience, Sheridan gives you the strategies and tactics you need to transform your company by creating and sustaining a Magnetic Culture.
Providing benchmarking and best practices, as well as interviews with executives and HR professionals at companies that boast the highest levels of employee engagement, Sheridan outlines an easy-to-follow plan that:
- Attracts the most talented people—and retains them
- Makes employees feel they are part of the value that their organization creates
- Increases Employee Engagement and drives productivity
- Boosts creativity and problem solving
According to HR Solutions’ own employee survey results, actively engaged employees show four times more satisfaction in their work and are four times less likely to leave than disengaged employees are. Is there a reason not to make building a Magnetic Culture your top priority?
Simply put, organizations that place a high value on actively cultivating a culture of engagement stand apart from their competition and enjoy superior business results.
“Sheridan outlines simple but powerful steps to take in creating and maintaining an organization that fosters an environment with similar attraction.”
—Marshall Goldsmith, Ph.D., international bestselling author of MOJO and What Got You Here Won’t Get You There
“A compelling case for and guide to the creation of a high engagement/high performance workforce.”
—Douglas R. Conant, retired president and CEO, Campbell Soup Company; New York Times bestselling author of TouchPoints
“It’s impossible for any company to have a monopoly on talent. But it is possible to have the best culture. Sheridan shares insights and best practices for creating an engaging culture where associates can grow and thrive.”
—Frits van Paassche n, president and CEO, Starwood Hotels & Resorts Worldwide, Inc.
“A long time ago I discovered that when employees are passionate about their work, customers are passionate about the company. Kevin Sheridan knows that secret too. His insights on finding the right people and getting them engaged can change your culture forever.”
—Quint Studer, founder of Studer Group, 2010 Malcolm Baldrige National Quality Award recipient
“This book is filled with practical ideas, illuminating case stories, and fresh perspectives to stir employee engagement in any organization.”
—Pamela Meyer, Ph.D., author of From Workplace to Playspace: Innovating, Learning and Changing through Dynamic Engagement
About the Author
Kevin Sheridan is Chief Engagement Officer (CEO) and Chief Consultant of HR Solutions, Inc., a Human Capital Management Consulting Firm specializing in Employee Engagement Survey and Exit Survey design, implementation, analysis, and results. Sheridan has extensive experience in the field, having cofounded three successful survey-related organizations.
Other books you may be interested:
- 9780071544856 The Art of Engagement
- 9780071602150 Engaging the Hearts and Minds of All Your Employees
- 9780071638708 HR Transformation
- 9780071739351 The Why of Work
The McGraw-Hill 36-Hour Course: Operations Management August 11, 2010Posted by McGraw-Hill Education (Asia) in Highlights, Management & Organization.
Tags: assignable cause, book, Business, capability, change management, compete, competition, competitive advantage, control chart, create, decision, decision point, define, definition, design, distribution, engineer, evaluate, evaluating, evaluation, framework, Guide, How-to, identify, implement, Information, interpret, knowledge, learn, learning, manage, management, managing, maturity model, motivate, Motivating, Motivation, operational, organizational, organize, performance, plan, planning, Principles, process control, product, research, results, routine, service, souces, statement, statistic, statistical, system, systems thinking, technique, technologies, Technology, transform, transformation, value chain
The McGraw-Hill 36-Hour Course
Authors: Brennan, Linda
©2011 | 1st Edition | 256 pages , Softcover
Pub Date: September 2010
Price: US$ 19.95
A complete course in operations management—without the tuition!
The McGraw-Hill 36-Hour Course in Operations Management has everything you need to make your company’s processes efficient as they can be. This easy, self-paced “course” demystifies the concepts and skills you need to master your job! It includes:
- Expert guidance on operations management
- Chapter-ending self-tests
- Final exams that reinforce what you learned
About the Author
Linda L. Brennan (Atlanta, GA), PhD is a professor of management at Mercer University in Macon. Her teaching portfolio includes graduate and undergraduate courses in operations management, leadership, international business and strategy. She conducts research and consults in the areas of technology impact assessment, process and project management, and instructional effectiveness.
She first started teaching operations management to MBA students in 1995. Despite trying many different textbooks and reading packets over the years, she was unable to find a book that her students and she thought was useful, much less interesting. The texts inevitably cover an overly broad range of topics, and present superficial versions of management science techniques that students are unlikely to remember (much less use) in the workplace. What is needed for most managers is an enduring framework by which to evaluate operations, identify opportunities to improve them, implement changes, and measure outcomes. The McGraw-Hill 36-Hour Course: Operations Management will address that void.
Brennan has been published in scholarly and practitioner-oriented journals such as International Journal of Quality and Reliability Management, Engineering Management Journal, The Journal of Management in Engineering, IEEE Technology and Society, and Corporate Governance. Working with colleagues at Mercer, she has developed and published a portfolio of teaching cases in the Journal of Cases in Information Technology, the Journal of Critical Incidents, and the IMA Case Journal. Her two previous books, Computer-Mediated Relationships and Trust: Organizational and Managerial Implications and The Social, Ethical, and Policy Implications of Information Systems, were co-edited with Dr. Victoria Johnson and published by IGI Global.
Dr. Brennan’s prior work experience includes management positions at The Quaker Oats Company and marketing and systems engineering experience with the IBM Corporation. As a consultant, she applies her extensive experience in the management of knowledge work and information technologies to help individuals and teams to manage change and achieve organizational performance. Typical projects include performance measurement and improvement, project planning and control, process design and implementation, and strategic planning. She has consulted with a wide variety of organizations, including Fortune 100 companies, professional services firms, and many not-for-profit organizations.
A licensed professional engineer, she received her Ph.D. in industrial engineering from Northwestern University, her MBA in policy studies from the University of Chicago, and her B.I.E. in industrial engineering from the Georgia Institute of Technology. She lives in Central Georgia with her husband, teenage son, 200 pounds of dog, and a cat.