MARC Record from marc_openlibraries_sanfranciscopubliclibrary

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001 871016091
003 OCoLC
005 20151005122624.0
008 140327s2014 maua b 001 0 eng
010 $a2014005468
019 $a881828403
020 $a9781625275776 (hbk. : acid-free paper)
020 $a1625275773
035 $a871016091
035 $a(OCoLC)871016091$z(OCoLC)881828403
037 $bPerseus Distribution Services, 1094 Flex Dr, Jackson, TN, USA, 38301-5070$nSAN 631-760X
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100 1 $aHoffman, Reid.
245 14 $aThe alliance :$bmanaging talent in the networked age /$cReid Hoffman, Ben Casnocha, Chris Yeh.
264 1 $aBoston, Massachusetts :$bHarvard Business Review Press,$c[2014]
300 $aix, 193 pages :$billustrations ;$c22 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
504 $aIncludes bibliographical references and index.
520 $aFor most of the 20th century, the relationship between employers and employees in the developed world was all about stability and lifetime loyalty. That has recently changed, giving way to a transactional, laissez-faire approach that serves neither party well. A new arrangement is needed, the authors argue -- one built on alliance (usually temporary) and reciprocity. The high-tech start-up community of Silicon Valley is pointing the way, and companies that wish to be similarly agile and entrepreneurial may learn valuable lessons from its example. Under the new compact, both employer and employee seek to add value to each other.
505 0 $a1. Employment in the networked age : The alliance ; Moving from family to team ; Getting value from entrepreneurial talent ; Having the courage to lead honest conversations -- 2. Tours of duty : Building trust through honest conversations ; Different types of tours ; Blending tours of duty ; A broadly applicable framework ; Longer-term alliances ; Walking the walk: how LinkedIn uses tours of duty -- 3. Building alignment in a tour of duty : Alignment for the different types of tours ; Walking the walk: how LinkedIn builds alignment ; Having the conversation: advice for managers -- 4. Implementing transformational tours of duty : Start the conversation and define the mission ; Set up a system of regular checkpoints for both sides to exchange feedback with each other ; Before the tour of duty draws to a close, begin defining the next tour of duty ; Managing for the unexpected when there's a change in the middle of a tour ; Having the conversation: advice for managers -- 5. Employee network intelligence : Network intelligence generates hidden data, serendipity, and opportunity -- 6. Implementing network intelligence programs : Recruit connected people ; Teach employees how to mine intelligence from their networks via conversation and social media ; Roll out programs and policies that help employees build their individual networks ; Have employees share what they learn with the company ; Walking the walk: how LinkedIn uses network intelligence ; Having the conversation: advice for managers -- 7. Corporate alumni networks : It's all about the ROI ; Four reasons to invest in an alumni network ; Three levels of investment in alumni networks ; Walking the walk: the LinkedIn corporate alumni network -- 8. Implementing an alumni network : Decide who you want to include in your alumni network ; Explicitly define the expectations and benefits of the relationship ; Establish a comprehensive exit process ; Build links between current employees and alumni ; Having the conversation: advice for managers -- Appendixes : A. Sample statement of alliance ; B. Mission alignment exercise: people we admire ; C. Getting started at your company.
650 0 $aOrganizational change.
650 0 $aEmployee motivation.
650 0 $aLeadership.
700 1 $aCasnocha, Ben.
700 1 $aYeh, Chris.
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