People Strategy

The Wall Street Journal bestseller! Learn to unlock the potential of your employees and colleagues with this definitive resource for people management People Strategy: How to Invest in People and Make Culture Your Competitive Advantage provides readers with a powerful framework in which to develop high-performing teams, increase employee motivation, and use data to build an inviting and effective company culture. Author Jack Altman, cofounder and CEO of Lattice, an award-winning HR and performance management platform, shows you how to: Establish the values that will form the bedrock of your organization Develop feedback processes that help employees feel heard, supported, and equipped to succeed Monitor the breadth and depth of employee engagement in your company Use the data and insights created by your People Strategy to drive business results Perfect for executives, managers, and human resource professionals, People Strategy also belongs on the bookshelves of anyone with even an interest in how to develop, nurture, and unlock the potential of their employees and colleagues.

The Wall Street Journal bestseller! Learn to unlock the potential of your employees and colleagues with this definitive resource for people management People Strategy: How to Invest in People and Make Culture Your Competitive Advantage provides readers with a powerful framework in which to develop high-performing teams, increase employee motivation, and use data to build an inviting and effective company culture. Author Jack Altman, cofounder and CEO of Lattice, an award-winning HR and performance management platform, shows you how to: Establish the values that will form the bedrock of your organization Develop feedback processes that help employees feel heard, supported, and equipped to succeed Monitor the breadth and depth of employee engagement in your company Use the data and insights created by your People Strategy to drive business results Perfect for executives, managers, and human resource professionals, People Strategy also belongs on the bookshelves of anyone with even an interest in how to develop, nurture, and unlock the potential of their employees and colleagues.

FINALIST: Business Book Awards 2020 - HR & Management Category In order to achieve sustainable competitive advantage, businesses need to unlock the skills, talent and capabilities of their people, both individually and collectively. While many business and leaders recognise this, they have until now lacked a strategic approach to achieving it. Competitive People Strategy is a comprehensive roadmap showing how businesses can connect their human potential to their bottom line, and provides step-by-step guidance on how to create, test and measure a differentiated people strategy. Featuring tips and checklists throughout, it explores the core building blocks of leadership and organizational culture, as well as employee experience and engagement. It also examines the roles of effective talent attraction and management, and how to lead change and transformation. Central to the book is the importance of moving HR from a support function to becoming a creator of value and driver of business success. Drawing upon insights from organizations including Royal Mail and Starbucks, as well as interviews with senior HR leaders, Competitive People Strategy is an essential guide to developing a people strategy which creates a purpose-driven culture, provides greater value to customers and achieves superior business results.

Through this book we hope to open hands, minds, and hearts in organizations to a new world of opportunities. Today (in the early years of the second decade of the 21st century) the world's population is something over 7 billion people. That's a lot of people and a lot of potential brain power, buying power, and leadership power. This book can help organizations to connect to and capture this great potential by understanding the necessary value exchanges and engagement opportunities.

Hedge Fund People Strategy: Human Capital That Supports Investment Excellence, Sustainability, and Growth is intended to provide readers with a perspective on the key dimensions of hedge fund people strategy and the organizational, talent management, compensation and employee relations practices in the hedge fund industry. More than just describing these practices, this book outlines why the practices need to be unique to each firm, and how firms can ensure that human capital is working as hard as the financial, intellectual, information, and other capital components demonstrated in today's most successful firms. This book offers an unrivaled look at one of the little discussed but critical success factors in the hedge fund industry, its people.

Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.

In an era that has brought new and unexpected challenges for virtually every company, one would be hard-pressed to find any responsible manager who is not thinking about what the future will bring. In the wake of these challenges, strategic planning has moved from being the reserve of large corporations to becoming an essential need for even small and medium-sized enterprises. But what good is even the most convincing strategic concept if the company’s people are unwilling or unable to put it into practice? The key is to develop people, and to develop them not only for the work of today, but also for the challenges that the future holds. Strategic HR development has become a decisive force for the success of any business. This book, edited by Matthias T. Meifert, shows us which basic considerations we need to remember and what strategic HR development means in practice. Its interesting and vivid approach takes the reader on a tour of the eight stages of HR development, introduces the critical factors, and highlights many practical recommendations for strategic HR development practice in business.

Beat the odds with a bold strategy from McKinsey & Company "Every once in a while, a genuinely fresh approach to business strategy appears" —legendary business professor Richard Rumelt, UCLA McKinsey & Company's newest, most definitive, and most irreverent book on strategy—which thousands of executives are already using—is a must-read for all C-suite executives looking to create winning corporate strategies. Strategy Beyond the Hockey Stick is spearheading an empirical revolution in the field of strategy. Based on an extensive analysis of the key factors that drove the long-term performance of thousands of global companies, the book offers a ground-breaking formula that enables you to objectively assess your strategy's real odds of future success. "This book is fundamental. The principles laid out here, with compelling data, are a great way around the social pitfalls in strategy development." —Frans Van Houten, CEO, Royal Philips N.V. The authors have discovered that over a 10-year period, just 1 in 12 companies manage to jump from the middle tier of corporate performance—where 60% of companies reside, making very little economic profit—to the top quintile where 90% of global economic profit is made. This movement does not happen by magic—it depends on your company's current position, the trends it faces, and the big moves you make to give it the strongest chance of vaulting over the competition. This is not another strategy framework. Rather, Strategy Beyond the Hockey Stick shows, through empirical analysis and the experiences of dozens of companies that have successfully made multiple big moves, that to dramatically improve performance, you have to overcome incrementalism and corporate inertia. "A different kind of book—I couldn't put it down. Inspiring new insights on the facts of what it takes to move a company's performance, combined with practical advice on how to deal with real-life dynamics in management teams." —Jane Fraser, CEO, Citigroup Latin America