New summary posted! Victory Through Organization by Dave Ulrich and Wayne Brockband

51DipQ1XeyL._SX329_BO1,204,203,200_For the past two decades, business leaders and human resources professionals have been consumed with the war for talent, investing vast sums of money to bring in and manage people. The groundbreaking research in Victory Through Organization reveals that winning the war for talent requires more than managing people; it requires an organization that turns individual people into organizational capabilities. Data from more than 32,000 people in 1,200 businesses reveal that an organization has four times the impact on business performance compared with individual talent. Dave Ulrich and Wayne Brockbank, who are professors and advisers to hundreds of companies, have studied the competencies of HR professionals for more than 30 years. With new insights from David Kryscynski and Mike Ulrich, their team collected data from more than 32,000 respondents to determine how HR can deliver both individual competence and organizational capability to add tangible value to key stakeholders as well as to short-term business results. Through this framework, you’ll focus on the workplace as much as on the workforce, on process as much as on people, on organizational capabilities as much as on individual competencies. Victory Through Organization is ideal for business and HR executives charged with building a more effective HR department and HR practices, and it is an essential guide for any HR professional committed to creating value.

• How to upgrade your HR professionals by determining which HR competencies have the most impact on personal effectiveness, stakeholder outcomes and business results. • To recognize the key ingredients of a more effective HR department with a focus on assessing business information and offering integrated HR solutions.

How to Maximize Engagement in Today’s Workforce

WhatMillennialsWantFromWorkMillennials have been burdened with a reputation as spoiled, lazy and entitled, but the reality behind the stereotype is far richer and more complex. Who are Millennials, what do they really want, and what can you do about it? Based on fieldwork and survey data from global research, What Millennials Want from Work paints a comprehensive, scientifically accurate picture of what really motivates Millennials around the world. Learn how to engage Millennials by improving workplace flexibility, because Millennials don’t separate life and work; providing adequate support and feedback, because Millennials like to learn and grow; coaching, not micromanaging, because Millennials value autonomy; designing competitive salary structures, because Millennials know what’s up; and providing opportunities to contribute to society, because Millennials care about doing good. In this essential book, Jennifer J. Deal and Alec Levenson explain who Millennials really are, and offer practical advice to help those who manage, lead, and work with Millennials, to improve teamwork, increase productivity, strengthen organizational culture and build a robust talent pipeline.

• Common misconceptions and realities about Millennials in the workplace.
• How Millennials can be both entitled and hardworking.
• The economic and social conditions that motivate and challenge Millennials at work.
• Practical tips for attracting, engaging and retaining Millennials.
• Important trends to help organizations plan for the future.

Getting the Right People in the Right Seats

In his mega-seller Good to Great, Jim Collins famously talked about getting the right people in the right seats on the bus. In Misplaced Talent, human-resources consultant Joe Ungemah offers HR practitioners a thorough overview of the tools, techniques and frameworks required to achieve this important goal.

According to Ungemah, most of these tools and techniques have not changed dramatically. “What has changed,” he writes, “is the desire and ability for organizations to question the return on investment that their people practices have on improved business efficiency, staff engagement and performance.” In other words, through the new capability to accumulate vast amounts of data, organizational leaders can determine quite accurately whether the right people are in the right seats.

This puts the pressure on the HR staff and HR consultants, who are not only tasked with hiring employees who bring in the required skills, capabilities and temperament for the jobs but also with developing employees to achieve their greatest potential. The ultimate goal, writes Ungemah, is a strong employment relationship, and requires leaders to make the right HR decisions related to recruitment, responsibility assignments, staff recognition and discipline, if required, among other considerations.

The Person-Environment Fit

The first step in achieving the optimal employer relationship is to set the right criteria for the talent the organization wants to attract.

Once that criterion is set, the organization must then develop the right strategies and tactics to attract the right talent. For Ungemah, that means developing a clearcut employer-value proposition (EVP), which is then conveyed to potential candidates through an effective employer brand. Based on quantitative and qualitative data drawn in large part from interviews with current employees, the EVP details the employer promise related to a positive employment experience. The employment brand must reflect those promises through a credible, aspirational and consistent message.

As important as job criteria and employer brand are to the process, the rubber really hits the road when the new employees are hired. Specifically, Ungemah writes, human resources must immediately work to develop an employment relationship that reflects a high person-environment fit. The person-environment fit is, in essence, the technical term for “right people in the right seats.”

A high person-environment fit is achieved if, according to Ungemah, the organization has effectively applied the knowledge, skills and ability of the employees to accomplish the job tasks; the organization fulfills the tangible and intangible needs of its employees; and employees feel that the work they do is coordinated and is contributing to a common purpose.

Ungemah explores the tools and techniques required to achieve each of these three tenets of high person-environment fit. For example, organizations will use a variety of ability tests, interviews and job simulations to assess the capabilities of their employees, and thus be able to apply their knowledge, skills and ability effectively.

Fulfilling the needs of employees is accomplished through psychometric tests that help identify the personality characteristics, motivators and values of the organization’s employees. Ungemah warns, however, that organizations must not misuse the results from psychometrics. The last element of the person-environment fit reflects the feeling that the employees and the organization are moving in the same direction. To achieve this feeling, Ungemah writes, organizations and their employees must engage in a psychological contract, which is carefully built through the time, effort and resources that the organization invests in developing the employee.

Ungemah is the opposite of Jim Collins, who has sold millions of books by building metaphors and simple yet poignant concepts that, he argues, lead to broad business success. Misplaced Talent, in contrast, is a review of human-resources tools and techniques that, for the most part, are not new or revolutionary. However, Ungemah, supported by real-world examples from the many expert practitioners he interviewed, has written a valuable manual that helps leaders transform the flash of a Collins metaphor into workplace reality.

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Book Review: HR From the Outside In

by Dave Ulrich, Jon Younger, Wayne Brockbank and Mike Ulrich

When you list the departments of a business and rank them according to their perceived (not actual)contributions to the bottom line, human resources is sadly given short shrift. What is surprising is the fact that many HR professionals are among those who don’t recognize their critical role in delivering value to a company. In HR From the Outside In: Six Competencies for the Future of Human Resources, authors Dave Ulrich, Jon Younger, Wayne Brockbank and Mike Ulrich take the results of their massive research undertaking and chart a new course for HR in the 21st century. The book is now available as a Soundview Executive Book Summary.

Executives from every department should pay careful attention to the suggestions the authors make. While most applicable to HR professionals, the truth is that businesses are changing at breakneck pace and no leader can afford to be introspective. In the same manner that the IT department stays at the forefront of technological advances, the authors suggest that HR’s responsibility is to act as a GPS for a company’s human capital needs.

Many business books use the tired analogy of an executive acting as an athletic coach in one of two capacities: on-field motivator or pre-/in-/post-game strategist. HR From the Outside In takes the notion a step farther. HR professionals are a hybrid of general manager, talent scout and statistician. The book’s six domains of HR competency provide a half-dozen hats that at various times occupy a professional’s head: Credible Activist, Strategic Positioner, Capability Builder, Change Champion, Human Resource Integrator and Innovator, and Technology Proponent.

Taken together, this six-pack of super-abilities can power your company to greatness. Reinforced by memorable case studies, HR From the Outside In provides all of the tools to help HR assume its place among every company’s most admired departments.