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Descriptions du produit

Présentation de l'éditeur

A New York Times Bestseller 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 as 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 company to help transform their careers for the long term. But this win-win scenario will happen only 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.

Biographie de l'auteur

Reid Hoffman is cofounder and Executive Chairman of LinkedIn, the world's largest professional network, and partner at the Silicon Valley venture capital firm Greylock. Ben Casnocha is an award-winning entrepreneur and bestselling coauthor, with Reid, of The Start-up of You. He is a frequent speaker on talent management. Chris Yeh is an entrepreneur, writer, and mentor. He helps interesting people do interesting things as VP of Marketing at PBworks and general partner at Wasabi Ventures.

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Format: Relié Achat vérifié
Comment restaurer la loyauté perdue entre les collaborateurs et leur entreprise ? Le constat est sans appel : l’entreprise ne pouvant plus garantir un emploi à vie, la majorité des collaborateurs ne se sentent plus réellement liés à leur employeur. Ils restent à l’écoute, voire en recherche active, d’autres opportunités et n’hésitent plus à poursuivre leur carrière ailleurs. Cela aboutit souvent à une perte de confiance mutuelle – et parfois à un engagement réduit au minimum. Pourquoi s’investir dans une relation qui peut prendre fin brutalement ?
Alors qu’ils évoluent dans l’univers de la Silicon Valley, où le lien collaborateur-entreprise est faible, les auteurs ont mis en place une nouvelle relation employeur-employé, qu’ils appellent l’Alliance. Cette alliance est fondée sur la transparence : l’entreprise décrit clairement quelle contribution elle attend du collaborateur pour une mission délimitée dans le temps. En contrepartie, elle formalise aussi la façon dont elle répond aux aspirations du collaborateur, à son développement personnel et à son employabilité. Des entretiens réguliers entre le N+1 et le collaborateur permettent de s’assurer que les attentes des deux parties sont remplies. Les exemples décrits, tirés à la fois de start-up, mais aussi d’entreprises établies comme Mac Donald’s, LinkedIn ou Cisco, sont plutôt convaincants. Cette forme de contrat moral présente le mérite de poser la question de l’agenda caché que peuvent avoir entreprises et collaborateurs : le partager peut finalement s’avérer positif pour les deux parties.
Sans naïveté, cet ouvrage propose des pistes intéressantes pour restaurer une loyauté parfois mise à mal par les réalités économiques.
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Amazon.com: 4.5 étoiles sur 5 133 commentaires
4.0 étoiles sur 5 That is true in good times and in bad 12 avril 2017
Par Ian Mann - Publié sur Amazon.com
Format: Format Kindle Achat vérifié
People with talent have more options. That is true in good times and in bad, for high-level skilled workers and for those with low-level skills. In almost every country in the world, staff can be “let go.” This can be a protracted process, or a simple one. If the company does not need or want you, your employment will be terminated.
The employees are expected to be loyal and committed, and to work in the best interests of the company until they retire. This is despite the clear but rarely ever stated, understanding that your job might disappear as a result of a restructuring, or a decree from a boardroom in another country. Should you, in turn, inform you company that you have accepted an offer of better employment, you might be asked to leave immediately. This is instead of working out your notice period, because you cannot be trusted to work out your time in the best interests of the company. After all, you have left before your retirement.
No thoughtful person should be unaware of this imbalance – the employee must commit, but the company cannot be expected to.
The days when “employers and employees committed to each other, for better or worse, through bull and bear markets, until retirement did them part,” are over. Loyalty is scarce, long-term ties are rare. The past will not, and cannot return
The Alliance, Hoffman’s latest book, addresses this problem. You cannot get a person’s talent working for the good of the company if you do not have their commitment. Employees who fail to fully invest in their current positions are constantly scanning the marketplace for new opportunities.
What we can expect, and what the book sets out to sketch is a framework that encourages a different employer-employee relationship.
Reid Hoffman is an internet entrepreneur, venture capitalist, and author, best known as the co-founder of LinkedIn, The Alliance describes a relationship based on both employer and employee adding value to each other: “Help make our company more valuable, and we will make you more valuable.”
This is a team where mutually adding value secures the bond. It is not a family were commitment is unchanging. No one asks their child to leave because she scored an “F” in biology,
The Alliance has already taken root in the high-tech, start-up community of Silicon Valley. The secret of success in Silicon Valley is really about the way the companies build alliances with their people. Talent is Silicon Valley’s most valuable resource, and they treat this resource accordingly, explains Hoffman. Most people will know about the geniuses of the Valley, but few about it’s management practices. Employers use the alliance to recruit, manage, and retain incredibly talented, entrepreneurial employees.
Hoffman uses the term “Tour of Duty” to describe how employment is understood. The term comes from the military where a tour of duty refers to a single specific deployment. A soldier will see a number of tours of duty in his career, each for a predetermined time, and to accomplish a specific task. One might be to assist with the evacuation effort after the earthquake, and another to secure a hospital in a remote area.
In the business context, a tour of duty is a clearly defined task to be achieve within a finite period of time. It is an ethical, reciprocal, commitment between employer and employee. The company commits to honouring its obligations to the employee during this tour of duty, and the employee commits to honouring the needs of the company for this finite period.
The expectation of value from each party are made explicit, and are accepted by the other. You, the employee will be exposed and trained in the merchandising methods of the firm for the next 18 months, and will learn about our state-of-the-art systems. This, we agree is something necessary for the career you desire to pursue, here or somewhere else. You will fulfil your task thoughtfully, and will look for ways the company can improve their systems and alert us to new possibilities.
There are three general tours of duty. The most basic one is the Rotational Tour. This is a fairly structured tour designed for entry-level staff, often to get acquainted with the company and to be exposed to various facets of the business they might wish to contribute to. Google, for example, puts recent college graduates through a structured, twenty-seven-month Rotational tour that exposes them to three different roles each for nine months. Both the staff member and the company benefit from this fixed term commitment.
The second level tour of duty is the Transformational tour. This tour will be tailored to the specific needs of the company, and the specific aspirations of the employee. It is called “Transformational” because it is intended to transform both the company and the career of the employee. An initial transformations tour will last between and two and five years.
Violating the commitment during what is essentially a short period, would not be in the interests of any mature employee. Who would hire talent that did not honour commitments made, and who would choose to work for an organization that does not honour commitments made to employees?
The third tour of duty is only offered to those employees who are a perfect cultural fit with the organization. The employee “sees working at the company as his last job, and the company wants the employee to stay until he retires.” This is called the Foundational tour of duty.
Mutual respect underlies this alliance. Expectations are required of both sides, as well as the satisfaction of each other’s needs. The duration of the relationship is, for the most part, relatively short, making commitment possible to honour.
The book describes all aspects of the implementation, and forewarns of challenges you might encounter.
Our workplaces will benefit from this re-think.

Readability Light --+-- Serious
Insights High --+-- Low
Practical High --+-- Low

*Ian Mann of Gateways consults internationally on leadership and strategy and is the author of Strategy that Works.
3 internautes sur 3 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Employment - an alliance, not a family 12 juillet 2015
Par fitzalling - Publié sur Amazon.com
Format: Relié Achat vérifié
An easy, but useful, read. In my experience, most business books have about 30 pages of information that the author repeats 5 or 6 times to get to book length. This book isn't like that. It is actually useful.

The authors attack the tired concept that a business is like a "family" by, in my opinion, more accurately analogizing the relationship to that of an alliance. The employer and employee are allies initially, and perhaps the alliance will continue for a long time, but the alliance will change with time. Indeed, the authors argue that the alliance may continue after the employer-employee relationship has ended. They present examples (e.g., alumni groups) of how this might work. I was also impressed with the authors' emphasis on the ethical dimensions of an alliance. Lifetime employment may be rare, but long-term relationships may still be formed.

Social media's integration into the alliance will undoubtedly occur. The authors suggest some ways to do so. This process will probably require more management attention than anticipated.

I am in higher education and the prescriptions of the authors will not apply there as completely as it might to high tech and other businesses. However, for me, the book inspired consideration of how some of its ideas might be applied in my world. I recommend it.
4 internautes sur 4 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 'Harnessing the power of: skills, experience, & people productivity. 2 septembre 2014
Par Ivory Dorsey - Publié sur Amazon.com
Format: Relié Achat vérifié
The tsunami of change presents two choices: Whine or Work! Having spent my entire adult life engaged and intrigued with the workplace, I find this book to be full of power and possibility when it comes to 'harnessing the power of skills, experience, & people productivity.' Like anything else, it will only work if you do. I have shared three of my favorite take-a-ways for your consideration:

(1)The Mind-set of employees, functional networking, & Corporate Alumni Networks
IT IS THE MIND-SET: A founder mind-set and a start-up mind-set doesn’t necessarily mean you are going to start your own company….An employee alliance is one that encourages entrepreneurial behavior. Having employees focused on the start-up of their career is a good thing; employees who don’t feel a pressing need to invest aggressively in their own careers probably won’t be capable of the quick, decisive actions that your company needs to adapt and grow. It is called “A founder mind-set.” They drive change, motivate people, and just get stuff done.” ~~”The Alliance”~Hoffman, Casnocha, & Yeh

(2)NETWORKING ON STEROIDS; INFLUENCING OTHERS TO ACT!---….If more companies studied corporate alumni networks, they would see that the cost of investing in alumni is much less than they might think, and the returns are much greater…Four Reasons to Invest in an Alumni Network… ”~~”The Alliance” pages 128-132

(3)This quote is just the tip of the iceberg:--“…There is a misconception that network strength equal your number of social media followers. Rather than fixating on raw numbers, consider if a person is connected to the right people and has the realistic ability to leverage those connections for useful information or to influence others to act….Knowledge is not valuable unless shared….Networking is an integral part of a mutually beneficial alliance…All else being equal, you learn how to measure network strength systemically…Lifetime employment might be over but lifetime relationship remains the ideal….”The Alliance” pages 110-127
4 internautes sur 4 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 Great ideas stretched unnecessarily into a full length book. Definitely worth a read. 28 septembre 2014
Par Alexander K. Moore - Publié sur Amazon.com
Format: Format Kindle Achat vérifié
In the past forty years, the relationship between employers and employees has changed. Lifetime employment has become a thing of the past while talent is now expected to hop from job to job. While this state of affairs offers unprecedented labor mobility, it also reduces trust. Employers don't invest in their employees as much because they don't want to waste resources on people that won't stay. Employees aren't loyal to their companies because they feel that they are expendable.

It is this lack of trust that "The Alliance" seeks to alleviate through a simple brilliant idea: employers and employees should be honest about the transitory nature of jobs and look at them as "Tours of Duty" where an employer gets something concrete accomplished for the company while the employee gets an experience that will help them develop their careers. In short, employer and employee form an alliance. Through this experience, everyone gets what they want, and on top of that, everyone is left happier.

It's a brilliant idea that seems highly relevant to American society. This book is worth reading just to get a good understanding of this simple idea. Unfortunately, there isn't all that much other than this idea in the book. It feels like it could have been published as a Kindle Single. Overall, an excellent, if quick, read.
2 internautes sur 2 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Truth in the workplace??? REALLY??? 6 août 2014
Par TimmyJT - Publié sur Amazon.com
Format: Relié Achat vérifié
Here's a scary thought: What if we actually told the truth at work? An awesome premise fleshed out through the lens of the talent/company relationship in The Alliance. I've worked for a 25 years and the idea of a company being a life long solution or truly being a "family" in the misguided way it's used often has long been set aside.

Unfortunately I've mostly sat befuddled on what to do about it.

I've spent an awful lot of time doing my best to navigate work without explicitly addressing how to thrive personally and professionally while also providing the company the value it should expect and receive (and it's not just profits... see below!). This book has opened my eyes to a model that will work for me and is alive and well in companies like Linkedin and others.

Personally I prefer business books that not only get to the point but do so in a way that I *gasp* actually enjoy the writing. The authors have a way of expressing the concepts in a matter of fact way with humor that had me laughing out loud on occasion.

I love the "Tour of Duty" idea . I can manage people and my career in a new way to fit personal and professional goals to this new mid term way of thriving. (Candidly, it's one of those great ideas that is so simple it's a "I could have thought of that, but didn't" idea, like South Park or Instagram.)

This quote really got me:
"...the company helps the employee transform his career; the employee helps the company transform itself and become more adaptable"
and no, I'm not particularly sharp, it was just one of the few things in the books in italics, and for good reason.

(Spoiler alert!!!!) If you can read the whole book through first and you will be delighted reading Appendix B's Top 9 Lists and you may, like me, think THAT'S why I loved reading this book. And, candidly, wonder based on the top 2 for each of them how the hell they got anything done.....

The book will be a reference and tool for me. I feel like I have a fresh start.
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