Find (and Keep) Top Talent for Your Business (Collection) (2nd Edition) (FT Press Delivers Collections) by Thompson, Vince -- Read -- Imperial Library of Trantor

Index

About This eBook Title Page Copyright Page Table of Contents Ignited: Managers! Light Up Your Company and Career for More Power, More Purpose, and More Success

Copyright Page Dedication Praise for Ignited Acknowledgments About the Author Introduction: Living in Quake Country Base Camp: The Ignited Quiz Part I: Get More Power

1. Action with Traction 2. The Manager's Universe 3. Leadership in Limited Space 4. Managing Your Emotions 5. The Deadly Lack of Empowerment Trap

Part II: Get More Purpose

6. Ignition Point 1: The Process 7. Ignition Point 2: The People 8. Ignition Point 3: The Message 9. Ignition Point 4: The Landscape 10. Ignition Point 5: The Strategy 11. Ignition Point 6: The Story 12. Ignition Point 7: The Spirit

Part III: Get More Success

13. Selling from the Fulcrum 14. Your Own Sense of Balance

Index Footntoes

Introduction Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 9 Chapter 10 Chapter 11 Chapter 12

17 Rules Successful Companies Use to Attract and Keep Top Talent

Copyright Page Dedication Page Praise for 17 Rules Successful Companies Use to Attract and Keep Top Talent Foreword: Great Teams, Great People, Great Leaders Acknowledgments About the Author Introduction 1. Understand Why Employees Come and Why They Stay 2. Play “Win-Win” with Your Employees (and Allow Them to Be All They Can Be—for Self and Company) 3. Cultivate Leadership, Not Management, and Know the Difference! 4. Provide Ample and Appropriate Resources 5. Demand Contribution; Be Worthy of Receiving It 6. Applaud Effort; Reward Contribution 7. Cheerlead; The “Magic” of M&Ms 8. Build a Workplace on a Foundation of Respect 9. Cultivate the Risk-Trust Dynamic 10. Make Room for Fun in the Workplace (Nurture Lightheartedness/Levity) 11. Create Opportunities for Employee “Alignment” with Vision, Values, and Mission 12. Understand Human Capital 13. Treat Employees as “Volunteers” 14. Know Your Culture 15. Understand the Nature of Change and Prepare Your Employees to Embrace It 16. Cultivate Organizational Ethics; Demand and Reward Ethical Behavior 17. The Last and Overarching Rule: Tell the Truth! (and a Few Action Items to Grow On) Index

Talent Force: A New Manifesto for the Human Side of Business

Copyright Page Dedication Page What Others are Saying About Talent Force! Foreword Acknowledgments About the Authors Preface Introduction 1. The Quality Talent Imperative

The Talent to Move a Nation Zimbabwe’s Displaced Agricultural Talent Force New Zealand’s Muffled Boom

2. Talent Market Demands

The Only Constant Is Change Generational Change Immigration Offshoring Emerging Talent Markets Recruiting-Specific Trends Measuring Talent The Demand for a New Approach

3. Building a Competitive Talent Organization

Recruiting Models: A Look Back Emerging Recruitment Practices The Strategic Integration Point Person Clarian Health’s Proactive Talent Organization New Recruiting Tools, Structures, and Processes Creating Your Talent Plan Aligning with Marketing

4. The Cultural Obsession of Work

Cutting Through the Clutter—The Importance of a Talent Brand What Is a Talent Brand? Getting Started Making It Real Targeting the Effort Using Technology to Reach Talent

5. Building a Talent Community

Forming Technology-Enabled Relationships The "Sticky" Talent Web: Collecting Participants Stuck in the Web: Capturing the Relationship Qualifying the Candidate New Alliances, New Opportunities, New Ways to Add Business Value

6. Tangible Talent Measurement

Talent Metrics Planning for Future Talent Gaps at All Levels Private Planning, Public Accountability Free Talent Zones—Using Talent to Drive Economic Development

7. Talent Goes on Offense

The Talent Demand Cycle Talent Knows: The Information Equation Truth in Advertising Takes On a New Meaning The Importance of Your Virtual Lobby The New Interview

8. Relationship Recruiting (Still) Rules

The Human Touchpoint The Evangelist Culture Succession, Development, and Planting the Seed The First Face to Face Continuous Improvement: The Key to a Lasting Competitive Advantage The Gracious Recruiter

9. Talent Forces of Tomorrow

Internet Job Postings Go the Way of Newspaper Classifieds Podcasting, VCasts, and Feeds The Advertising/Marketing Force Meets the Talent Force The Television Industry "Gets It": Just About Everyone Works Talent Personalization The Force of Change

Index

The Truth About Hiring the Best

Truth 1. There is no such thing as the ideal candidate Truth 2. You are a seller in a buyer's market Truth 3. Catch the boomerangs Truth 4. Rehire the retired Truth 5. Job-hoppers could be show-stoppers Truth 6. Seek refuge(e)

Part II: The Truth About Recruiting the Best

Truth 7. It's a war for talent Truth 8. Maybe you don't want "new blood" Truth 9. Your actions speak louder than words Truth 10. Targeting everybody attracts nobody Truth 11. You are a talent scout Truth 12. The Internet may not be the best place for recruiting Truth 13. Use the enthused Truth 14. It takes a village to hire one employee Truth 15. Newspaper ads can be great when managed properly Truth 16. Your invitation might be chasing applicants away

Part III: The Truth About Interviewing

Truth 17. The candidate isn't the only one who has to interview right Truth 18. Ask what they will do, not what they can do Truth 19. Charlie might be more than just a great mechanic Truth 20. Passion—in fashion? Truth 21. Good candidates might not talk to you Truth 22. You're not Sigmund Freud Truth 23. Candidates and the truth—the whole truth Truth 24. Don't let the candidate's resume drive the interview Truth 25. Avoid the "hot seat" Truth 26. You can oversell the job Truth 27. There is such a thing as a bad question Truth 28. You're guilty until you prove you're innocent Truth 29. It's impolite (and discriminatory) to ask about age Truth 30. You wouldn't ask him if he's married—don't ask her either Truth 31. Kind curiosity can kill a career Truth 32. Avoid questions about religious affiliations Truth 33. Your mother was wrong; sometimes do be rude

Part IV: The Truth About the Selection Process

Truth 34. Have a vacancy to fill? You're already too late. Truth 35. Warning: this resume may contain spin! Truth 36. Your candidate may be a scam-didate Truth 37. The resume says "yes," but the body language says "no" Truth 38. The receptionist test—better than salt? Truth 39. Don't send away candidates dressed for a day at the beach Truth 40. You aren't an elephant Truth 41. Keep on selling to candidates

Part V: The Truth About Panel and Multiple Interviews, Background Checks, Tests, and Other Tools of the Trade

Truth 42. Invest in telephone screening to save time later Truth 43. Face-to-face doesn't have to be in-person Truth 44. Too many cooks might improve the broth Truth 45. Make haste slowly Truth 46. You may want to hire candidates even when they get a bad reference Truth 47. Beware the "Whizzinator" Truth 48. Be real, even if scary Truth 49. No crystal ball? Try employment testing Truth 50. Graphology: palm reading or valid tool?

Part VI: The Truth About Evaluating Candidates and Making the Offer

Truth 51. The last one you interview only seems like the winner Truth 52. The one who offers salary information first is the loser Truth 53. Don't tell candidates why they weren't selected

References About the Author Acknowledgments

The Truth About: Getting the Best from People

Truth 1. You don’t need the carrot or the stick Truth 2. You have direct influence over your employees’ passion quotient Truth 3. You get the best by giving the best Truth 4. It’s not money that motivates Truth 5. Employee engagement isn’t for sissies Truth 6. Real engagement gains happen after survey scores come in

Part II: The Truth About Yourself

Truth 7. Your behaviors are your brand Truth 8. You can’t give what you don’t have Truth 9. “Best” doesn’t mean the same thing to everyone Truth 10. Think you’re a great leader? Think again Truth 11. You could be your own worst employee Truth 12. Visionary or beat cop? Your choice Truth 13. Your health may be compromising your leadership effectiveness Truth 14. You don’t have to be perfect Truth 15. Your career can recover from an engagement hit

Part III: The Truth About Engaged Cultures

Truth 16. Employee happiness is serious business Truth 17. Great leaders make their people cry Truth 18. Better questions lead to better answers Truth 19. Individual passion builds a passion-fueled customer service culture Truth 20. Authentic is better than clever Truth 21. Retention begins with hello Truth 22. The bad will do you good Truth 23. Your biggest complainer may be your best supporter Truth 24. You can sell an unpopular decision Truth 25. Flex is best Truth 26. Nobody cares if you don’t mean to be mean Truth 27. Controlling your temper is a labor-saving device Truth 28. There is no “but” in “I’m sorry”

Part IV: The Truth About Motivation

Truth 29. Engagement happens one person at a time Truth 30. If you’re a manager, you’re a career coach Truth 31. The candidates you’re seeking may not be the ones you need Truth 32. Ask for cheese—you might get the moon Truth 33. You lead better when you get off your pedestal Truth 34. Trust is your strongest persuasion tool Truth 35. If they aren’t buying it, they aren’t doing it Truth 36. Overselling an opportunity can cost you precious talent Truth 37. Focusing on what’s right can help solve what’s wrong Truth 38. High performers are motivated by a piece of the action Truth 39. All the generations want the same things

Part V: The Truth About Performance

Truth 40. Compassion promotes performance Truth 41. A hot star can brighten your whole team Truth 42. B players are your A team Truth 43. High performers have enough coffee mugs Truth 44. Discipline deepens engagement Truth 45. You don’t have to inherit the problem employees Truth 46. Performance appraisals are really about you Truth 47. New hires can inspire current employees Truth 48. Terminations are an engagement tool

Part VI: The Truth About Creativity

Truth 49. Innovation begins with y-e-s Truth 50. Everyone can be creative Truth 51. You stand between inspiration and implementation Truth 52. Failures promote progress Truth 53. People don’t quit their bosses, they quit their colleagues Truth 54. Extreme pressure kills inspired performance Truth 55. Creativity is a balancing act

Part VII: The Truth About Communication

Truth 56. Open questions ignite inspiring answers Truth 57. Serving your employees means managing your boss Truth 58. Bad news is good news Truth 59. Trivial conversations are essential Truth 60. The way you listen speaks volumes Truth 61. Crap happens Truth 62. Engaged employees need to know more

Part VIII: The Truth About Teams

Truth 63. Absence makes the employee happier Truth 64. Your team has untapped talent Truth 65. People need to fight their own battles Truth 66. Games don’t build teams Truth 67. Answers build teams Truth 68. Your team can lead you to greatness Truth 69. You’re still the boss

References

Truth 16 Truth 32 Truth 37 Truth 42 Truth 50 Truth 51 Truth 54 Truth 55 Truth 57 Truth 68

About the Author FT Press

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