拉姆·查兰,多米尼克·巴顿和丹尼斯·凯里,《人才制胜:以人为本的新剧本》

Bhavya Kapoor
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引用次数: 9

摘要

瞬息万变的时代和当今组织所面临的充满挑战的工作环境,包括残酷的竞争、人才的缺乏、廉价的资源、不断增长的客户需求等等,都要求当前商业领袖在思维方式上进行战略转变,这将导致更多地关注组织中被称为“人才”的人力资本。拉姆•查兰、多米尼克•巴顿和丹尼斯•凯里促使组织领导者从战略至上转向以人为本。这就是三位著名的战略和人力资源领域专家合著的《人才制胜:以人为本的新策略》一书的基本目标。这本书是基于德勤进行的一项调查,是首席执行官(ceo)、商业领袖、人力资源从业者、对人力资源和战略领域感兴趣的学者和学生的读物。它探讨了关注人的组织如何以及为什么比那些不关注人的组织表现得更好。它还就如何投资人才来调整公司业绩和提高员工的战略价值提出了切实可行的建议。作者采访了来自安进(Amgen)、怡安(Aon)、苹果(Apple)、黑石(Blackstone)、贝莱德(Blackrock)、谷歌(Google)、海尔(Haier)、百事可乐(PepsiCo)、挪威电信(Telenor)等组织的高层领导人,提出了有效部署人才以推动组织增长的共同标准原则。这本书以给首席执行官的一份备忘录开头,其中包含了一个易于遵循的七步过程,将公司转变为“以人为本,以战略为先”的组织。它反映了两个主要主题,即重新定义战略,重新思考和重塑人力资源,这为组织的未来奠定了基调。
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Ram Charan, Dominic Barton and Dennis Carey, Talent Wins: The New Playbook for Putting People First
Rapidly changing times and the challenging work environment faced by organizations today, including cut-throat competition, paucity of talent, cheap resources, increasing customer demands and so on call for a strategic change in the mindset of present business leaders, which would lead to more focus on the human capital termed as “talent” in organizations. Ram Charan, Dominic Barton and Dennis Carey prompt organizational leaders to lead the transition from strategy-first to people-first. This forms the basic objective of the book, Talent Wins: The New Playbook for Putting People First, put together by these three renowned strategy and human resources (HR) domain experts. The book is based on a survey conducted by Deloitte and serves as a read for chief executive officers (CEOs), business leaders, HR practitioners, scholars and students interested in the area of HR and strategy. It explores how and why organizations that focus on people outperform those that do not. It also offers practical suggestions on how investing in people can fine-tune company performance and enhance the strategic value of employees. The authors interviewed top leaders from organizations such as Amgen, Aon, Apple, Blackstone, Blackrock, Google, Haier, PepsiCo, Telenor and so on, to come up with shared standard principles to deploy talent efficiently for driving growth in organizations. The book starts with a memo to the CEO entailing an easy-to-follow, seven-step process to transforming a company into a “people before strategy” organization. It reflects two major themes, namely, redefining the strategy, and rethinking and reinventing HR, that set the tone for the future of organizations.
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来源期刊
CiteScore
2.30
自引率
23.50%
发文量
29
期刊介绍: South Asian Journal of Human Resources Management (SAJHRM) is a peer-reviewed scholarly outlet for publications on HRM in and out of South Asia. It includes countries that are members of the South Asian Association for Regional Cooperation (SAARC), namely, Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan, and Sri Lanka. In terms of the discipline focus, all articles broadly focusing on the theory and practice of managing human resources for the benefit of individuals, firms and community at large will be acceptable. In view of the contemporary focus on Strategic HRM, the journal coverage would also include comparative research and other related management disciplines as long as one of the key aims of the manuscript is on harnessing the potential of human capital. Considering the uneven economic development within the South Asian region, the journal encourages potential authors to explore broader implications of their scholarly views and findings on the region as a whole. A distinguishing feature of the journal is its focus on “HR in Practice”. Apart from theory, it will pay significant attention on how HRM is practiced in and out of South Asia. The journal features conceptual and empirical research papers, research notes, interviews, case studies and book reviews. In short, to be considered for publication, a manuscript should broadly focus on managing people and contextualised within one or more South Asian countries at the firm, regional, national and international levels.
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