Introducing the new, realistic loyalty pact between employer and employee.
The employer-employee relationship is broken, and managers face a seemingly impossible dilemma: the old model of guaranteed long-term employment no longer works in a business environment defined by continuous change, but neither does a system in which every employee acts like a free agent.
The solution? Stop thinking of employees as either family or free agents. Think of them instead as allies.
As a manager you want your employees to help transform the company for the future. And your employees want the firm to help transform their careers. But this win-win scenario will only happen if both sides trust each other enough to commit to mutual investment and mutual benefit. Sadly, trust in the business world is hovering at an all-time low.
We can rebuild that lost trust with straight talk that recognizes the realities of the modern economy. So paradoxically, the alliance begins with managers acknowledging that great employees might leave the company, and with employees being honest about their own career aspirations.
By putting this new alliance at the heart of your talent-management strategy, you'll not only bring back trust, you'll be able to recruit and retain the entrepreneurial individuals you need to adapt to a fast-changing world.
These individuals - flexible, creative, and with a bias toward action - thrive when they're on a specific "tour of duty", when they have a mission that's mutually beneficial to employee and company that can be completed in a realistic period of time.
Coauthored by the founder of LinkedIn, this bold but practical guide for managers and executives will give you the tools you need to recruit, manage, and retain the kind of employees who will make your company thrive in today's world of constant innovation and fast-paced change.
©2014 Reid Hoffman, Ben Casnocha, and Chris Yeh (P)2014 Blackstone Audiobooks
To hear these guys tell it, every worker in America is inches from suicide. They set up a completely false premise, and "innovate" a solution that anybody who's managed workforces outside northern california already understands. They have to use 40-year old examples to make their point, and even those are cartoons. This is still the most productive, innovative workforce in history, and "tours of duty" have been an integral part of it for a very long time.
Nothing here is completely untrue -- it's just exaggerated, inaccurate, and well-trodden
I'm disappointed about the book.you can tell there weren't much Reid Hoffman input in this "book".
I am constantly confused about the idea of the book.
It trying to push the company to be more open to its workers of their networking situation. And still not strong enough to proof it's idea after all. Only left confusion to some.
It's more a PR for LinkedIn.
This book challenges your thinking of your relationship with your employees. In a time where it is predicted that individuals will not only change job, but change career several times in the duration of their employment before retiring one day.
The concept presented by the authors is, in my opinion, unique and while I challenge the application thereof in a real world setting, it certainly proposes a new way of thinking about the relationship from the employer toward the employee.
In short the concept is that instead of having a permanent relationship with employees from the employers' perspective that the employer agrees and "alliance" with the employee for a certain project or 'mission'. Capture the flag then move on to another mission or move on to another company with a new mission.
As I mentioned, specifically in a African context, where employment laws are heavily regulated and the employee is protected in several ways there may need to be a total mindset shift to see all employment contracts essentially as temporary. However, the book still deserves 5 stars based on the concept. From experience, we find that employees often get bored and dulled by the day to day KPI's and other performance indicators. Using this alliance strategy to engage employees would work wonders in theory.
From my personal research for my Master's degree we found that the strongest antecedent to employee engagement is what we labelled psychological meaningfulness. This finding has been replicated by several researchers recently. The point is this: If an employee has a mission objective to achieve with autonomy and resources to achieve that goal that employee should surely be engaged and invest more discretionary effort.
Back to the book, I really enjoyed the performance by the authors in the audio programme. Alternating the reading of chapters between the authors makes the audio book more engaging and prevents the boring lull that sometimes comes from listening to one person just reading in the same tone throughout the whole book.
From a criticism perspective again as I have mentioned in previous reviews, the examples they use are all very American. For a global audience investing in this work the authors could in future editions explore examples from different countries and continents.
I am an executive with a start-up aligned to developing with Force.com, the Salesforce.com related development platform. Reading Alliance was like a guide book for our challenge in finding, engaging and keeping great talent. Many of the ideas mentioned relate directly to our maturing HR approach to talent management. Great read, Great suggestions. Act and make it happen adapting to your firm's culture and direction. DR
Relevance to our firm's situation
Segregating the roles and growth pathways for all.
Read and take action.
Leadership in the service of others, to inspire innovative thoughts & actions, to 'connect the dots' & create our future, this is my crusade
The alliance frame work as proposed in this book is the perfect solution for today's talent starved companies. The alliance offers both the company and employee an opportunity to forge a relationship that will last a life time.
This book is transformation and provides clear direction for achieving lasting alliances.
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