Build It

The Rebel Playbook for World-Class Employee Engagement
 
 
Standards Information Network (Verlag)
  • 1. Auflage
  • |
  • erschienen am 29. Januar 2018
  • |
  • 272 Seiten
 
E-Book | PDF mit Adobe-DRM | Systemvoraussetzungen
978-1-119-39008-4 (ISBN)
 
The current way of treating people at work has failed. Globally, only 30% of employees are engaged in their jobs, and in this fast-paced world that's just not enough. The world's best companies understand this, and have been quietly treating people differently for nearly two decades. Now you can learn their secrets and discover The Engagement Bridge(TM) model, proven to build bottom line value for companies through sustainable employee engagement. Companies with the best cultures generate stock market returns of twice the general market and enjoy half the employee turnover of their peers. Their staff innovate more, deliver better customer service and, hands-down, beat the competition. These companies outperform and disrupt their markets. They break the rules of traditional HR, they rebel against the status quo. Build it has found these rebels and the rulebreakers. From small startups to global powerhouses, this book shows that courage, commitment, and a people-centric mindset, rather than money and resources, are what you need to turn an average business into a category leader. The book follows the clear and proven Engagement Bridge(TM) model, developed from working with thousands of leading companies worldwide on their own employee engagement journeys. The practical model highlights the areas that leaders need to examine in order to build a highly engaged company culture and provides a framework for success. Build it is packed with tips, tools and real-life examples from employers including NASDAQ, Unilever, IBM, KPMG, 3M, and McDonald's to help you start doing this not tomorrow, but today. Readers will learn: * How employee engagement helps companies perform * The key factors that drive engagement, and how they work together * What the world's most rebellious companies have done to break the rules of traditional HR and improve engagement * How to implement The Engagement Bridge model to boost productivity, innovation, and better decision-making Unique in this category, Build it is written from two sharply different perspectives. Glenn Elliott is a multi-award winning Entrepreneur of the Year, CEO and growth investor. He talks candidly about the mistakes and missteps he has made whilst building Reward Gateway into a $300m category leader in employee engagement technology. Debra Corey brings 30 years experience in senior level HR roles at global companies such as Gap, Quintiles, Honeywell and Merlin Entertainments. She shares the practical tools and case studies that can kickstart your employee engagement plan, bringing her own pragmatic and engaging style to each situation.
weitere Ausgaben werden ermittelt
Award-winning, serial entrepreneur Glenn Elliott tells the 10-year story of Reward Gateway its growth from startup to $500m category leader in employee engagement technology. He charts the pitfalls and learnings that came from challenging the status quo and changing how companies think about their people, their cultures and the bottom line. He explains the Engagement Bridge (TM), a 10-part model for building a highly engaged, durable and profitable connection between your organization and your people.

Debra Corey brings 30 years of experience in HR, with senior-level roles at Fortune 500 companies like Gap, Honeywell and Merlin Entertainments. She shares insight and practical tools from companies as diverse as Southwest Airlines, American Express, Atlassian, LinkedIn, McDonald's and Estee Lauder. With her trademark practical and engaging style, she shares ideas for companies big and small, young and old, each of them invaluable for anyone wanting to kickstart their own employee engagement "rebelution"!
  • Cover
  • Title Page
  • Copyright
  • Contents
  • Alphabetical List of Plays
  • Chapter 1: Understanding Employee Engagement
  • Introduction
  • Big Companies Can Correlate Performance Directly to Engagement
  • The Business Case for Employee Engagement Has Been Made
  • Understanding Employee Engagement
  • The Case for Action
  • How Can We Get Customers to Love Us If Our Employees Donâ??t Even Like Us?
  • Ultimately, Engagement is a Choice
  • Employee Engagement is a Journey, Not a Destination
  • Getting Started
  • Chapter 2: Introducing the Engagement Bridgeâ?¢
  • Introduction
  • There are 10 Elements in the Engagement Bridgeâ?¢
  • Engagement is Never Complete
  • Unpacking the Bridgeâ?¢
  • Open & Honest Communication
  • Purpose, Mission & Values
  • Leadership and Management
  • Job Design, Learning and Recognition
  • Pay & Benefits, Workspace, and Wellbeing
  • Company Culture is the Output of the Bridgeâ?¢
  • Actions Make Company Culture, Not Words
  • Chapter 3: Open & Honest Communication
  • Introduction
  • No One Trusts Us When We Lie
  • The Trust Issue
  • The Crime of Under-communicating
  • Communicating Means Listening as Well as Speaking
  • In Practice
  • Key Outcomes Rebels Strive For
  • Key Rebel Behaviors
  • Making a Start
  • The plays
  • Transparent Approach to Communicating Salaries: Buffer
  • Situation
  • Play
  • Showing and Telling to Keep Communication Open: Wistia
  • Situation
  • Play
  • Revolutionize Teamwork With a â??Get to Know Meâ?? Guide for Every Member of Staff: BetterCloud
  • Situation
  • Play
  • Communicating and Leading a Business Through Challenging Times: GM Holden Ltd
  • Situation
  • Play
  • Bringing all the Ingredients Together to Create Engagement: Krispy Kreme Australia
  • Situation
  • Play
  • Giving Your Employees a Seat at the Table: HSBC
  • Situation
  • Play
  • Chapter 4: Purpose, Mission & Values
  • Introduction
  • Mission Matters
  • The Case for Company Values
  • Designing or Changing Values
  • Embedding Values is the Real Hard Work
  • In Practice
  • Key Outcomes Rebels Strive For
  • Key Rebel Behaviors
  • Making a Start
  • The Plays
  • Designing Values to Fuel a New Phase of Growth: Causeway Technologies
  • Situation
  • Play
  • Creating a Common Language Through Values: Vocus Communications
  • Situation
  • Play
  • Leading a Business Based on Your Values: G Adventures
  • Situation
  • Play
  • Re-energizing a Program with a Purpose: LinkedIn
  • Situation
  • Play
  • Changing Your Values as Your Company Becomes a â??Teenagerâ??: CarTrawler
  • Situation
  • Play
  • A Purpose-Driven Approach to Volunteering: Discovery Communications
  • Situation
  • Play
  • Creating a Multi-layered Approach to Designing Values: Southwest Airlines
  • Situation
  • Play
  • Changing Your Values to Help Drive Your Mission: Interface Carpets
  • Situation
  • Play
  • Chapter 5: Leadership
  • Introduction
  • The Role of Leaders is Changing
  • The New World Leader
  • The High-Engagement CEO
  • CEO Support is Critical
  • In Practice
  • Key Outcomes Rebels Strive for
  • Key Rebel Behaviors
  • Making a Start
  • The plays
  • Leading Millennials to find their Path: VaynerMedia
  • Situation
  • Play
  • A â??Realâ?? Consultative Approach: St John Ambulance
  • Situation
  • Play
  • Creating a Leadership Model that Drives Results: Halfords
  • Situation
  • Play
  • Chapter 6: Management
  • Introduction
  • Policy and Practice is Rarely Aligned with Values
  • Are We All Interims Now?
  • The Myth of a â??Family-Doesnâ??t-Fireâ?? Culture
  • Managers Have Real Power
  • Management Really Matters
  • In Practice
  • Key Outcomes Rebels Strive For
  • Key Rebel Behaviors
  • Making a Start
  • The Plays
  • Paying Staff to Leave ... Really: Zappos
  • Situation
  • Play
  • Ditching Performance Ratings and Annual Reviews: Gap Inc.
  • Situation
  • Play
  • Creating a Smarta Goal-Setting Process: Xero
  • Situation
  • Play
  • Recruiting to Build Long-Term Relationships: Vitsoe
  • Situation
  • Play
  • Putting Your People First: Talon Outdoor
  • Situation
  • Play
  • â??Always Onâ?? Approach to Employee Feedback: Dunelm
  • Situation
  • Play
  • Chapter 7: Job Design
  • Introduction
  • It Wasnâ??t Always Like This
  • Job Design Has a Wide and Often-Overlooked Impact
  • Designing High-Engagement Jobs
  • Watch for Job Design Issues Presenting as Recognition Problems
  • In Practice
  • Key Outcomes Rebels Strive For
  • Key Rebel Behaviors
  • Making a Start
  • The plays
  • Building Innovation Into Jobs and Working Practices: Atlassian
  • Situation
  • Play
  • Making Transformational Change Through Job Design: Crawford & Company
  • Situation
  • Play
  • Welcome to Flatland: Valve Corporation
  • Situation
  • Play
  • Creating Autonomy and Accountability through Job Design: Drift
  • Situation
  • Play
  • Chapter 8: Learning
  • Introduction
  • The Learning Culture
  • A Learning Culture is Key
  • Shift the Power
  • Companies Canâ??t Own Learning
  • Only People Can
  • Lose the Swim Lanes
  • In Practice
  • Outcomes of Success
  • Key Rebel Behaviors
  • Making a Start
  • The plays
  • Learning Based on Einsteinâ??s Theories: Stonegate Pub Company
  • Situation
  • Play
  • Deliver On-demand Learning to Gig Workers: Zeel
  • Situation
  • Play
  • Creating Development Plans to Help a Young Workforce: KFC Australia
  • Situation
  • Play
  • Using Learning Academies to Drive Results: MVF
  • Situation
  • Play
  • Put Gaming into Your Learning Program: GAME
  • Situation
  • Play
  • A High-Touch Approach to Learning: The Estée Lauder Companies
  • Situation
  • Play
  • Chapter 9: Recognition
  • Introduction
  • Itâ??s the Thought that Counts
  • The Truth is Recognition Just isnâ??t Working
  • Ditch the Clocks and Watches
  • All of the Money Spent on Long-Service Awards Programs is Wasted
  • Itâ??s Never, Ever, Ever All about the Money
  • Recognition and Visibility Go Together
  • Donâ??t Ration Recognition with Your Reward Budget
  • In Practice
  • Key Outcomes Rebels Strive For
  • Key Rebel Behaviors
  • Making a Start
  • the plays
  • Giving the Boot to Traditional Recognition Awards: Venables Bell & Partners
  • Situation
  • Play
  • Recognizing an Offline Workforce: ICC Sydney
  • Situation
  • Play
  • A Recognition Program that Will Make You Smile: Hershey Company
  • Situation
  • Play
  • Adding a ThankMe to Your Recognition Program: Coleman Group
  • Situation
  • Play
  • Recognition that â??Crushes Itâ??: SnackNation
  • Situation
  • Play
  • Building Your Recognition Pyramid: Homeserve
  • Situation
  • Play
  • Making Your Employees Feel Like Stars: Virgin Group
  • Situation
  • Play
  • Chapter 10: Pay & Benefits
  • Introduction
  • Pay
  • Pay is a Brutal Disengager and Demotivator
  • The Monkey and the Cucumber
  • Incentives and Performance-related Pay Can Make It Worse
  • Benefits are Here to Benefit your Company and Your Employees
  • Salary is the Most Expensive Way to Pay People
  • Put Benefits Complexity on the Shelf
  • In Practice
  • Key Outcomes Rebels Strive for
  • Key Rebel Behaviors
  • Making a Start
  • The plays
  • Benefits That Truly Meet the Needs of your Workforce: Goodman Masson
  • Situation
  • Play
  • Sometimes All It Takes is an Ice Cream Van: PhlexGlobal
  • Situation
  • Play
  • Creating a Fair and Transparent Approach to Pay: Basecamp
  • Situation
  • Play
  • A Participative Approach to Pay: Semler
  • Situation
  • Play
  • Using Sporting Events to Reward Employees: McDonaldâ??s
  • Situation
  • Play
  • Benefits for the Dogs: BrewDog
  • Situation
  • Play
  • Creating a Compelling Benefits Communication Campaign: Citation
  • Situation
  • Play
  • Creating a Meaningful Employee Ownership Plan: Illuminate Education
  • Situation
  • Play
  • Turning Tradition on its Head with a Fun Benefits Expo: 3M Australia
  • Situation
  • Play
  • Improving Collaboration by Removing Sales Commissions: Bamboo HR
  • Situation
  • Play
  • Chapter 11: Workspace
  • Introduction
  • Understanding the Agile Workspace
  • Sitting Comfortably?
  • Technologyâ??s Role to Play
  • In Practice
  • Key Benefits
  • Key Rebel Behaviors
  • Making a Start
  • The plays
  • Creating a Workspace to Drive Agile Working: GE
  • Situation
  • Play
  • A Workspace Where You Want to Bring Your Mom: Pentland Brands
  • Situation
  • Play
  • Designing a Workspace Using All of Your Senses: Adobe
  • Situation
  • Play
  • A Workspace Fit for Kings and Queens: money.co.uk
  • Situation
  • Play
  • Chapter 12: Wellbeing
  • Introduction
  • Wellbeing is No Longer a â??Nice To Doâ?? For Companies
  • It is a â??Have To Doâ??
  • We Need More Than Free Bananas
  • Our Stress and Burnout Crisis
  • Wellbeing Isnâ??t a Benefit Any Moreâ?? Itâ??s a Key People Strategy
  • The Smoking Gun is Our One-sided Relationship with Flexible Working
  • In Practice
  • Key Outcomes Rebels Strive For
  • Key Rebel Behaviors
  • Making a Start
  • The plays
  • Creating Flexibility to Support Diversity: Boston Consulting Group
  • Situation
  • Play
  • A Holistic Approach to Financial Wellbeing: Travis Perkins PLC
  • Situation
  • Play
  • Using Leaders to Champion Wellbeing: American Express
  • Situation
  • Play
  • A Way to â??PerkUpâ?? Your Wellbeing Benefit: LinkedIn
  • Situation
  • Play
  • Taking Small But Meaningful Steps to Wellbeing: GreatCall
  • Situation
  • Play
  • A Benefit to Help Fight Employee Burnout: Weebly
  • Situation
  • Play
  • Chapter 13: Building it
  • In Summary
  • Maybe Weâ??ve Forgotten What We Learned as Children
  • So Much of the Bridgeâ?¢ is Intertwined
  • Rebels Fundamentally Treat Their People Differently
  • Getting Started
  • Make Some Rebel Friends
  • Acknowledgments
  • Index
  • EULA

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