The Alliance - How to attract, manage and retain Talent in the networked age? New book by Reid Hoffman

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Excellent presentation of the new book by Reid Hoffman 'The Alliance' - Must read for all involved in any way with people & talent management.

Excellent presentation of the new book by Reid Hoffman 'The Alliance' - Must read for all involved in any way with people & talent management.

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  • 1. THE ALLIANCE HOW TO R E C R U I T, M A N A G E & R E TA I N TA L E N T IN THE MODER N AG E
  • 2. Imagine it’s your first day of work at a new company.
  • 3. Your manager greets you with warm enthusiasm…
  • 4. …welcomes you to “the family”...
  • 5. …and expresses his hope that you’ll be with the company for many years to come.
  • 6. You, meanwhile, express diehard loyalty to your new employer.
  • 7. But then the manager hands you off to the HR department…
  • 8. …where you learn that you are on a 90-day probation period.
  • 9. And after 90 days, you will be an “at will” employee who can be fired at any time.
  • 10. For any reason.
  • 11. Or for no reason at all.
  • 12. You just experienced the fundamental ! of modern employment. D I S C O N N E C T
  • 13. Companies expect employee loyalty WITHOUT committing job security or professional development.
  • 14. Employees say they’re loyal, but LEAVE the moment a better opportunity comes.
  • 15. The employer-employee relationship is based on a ! conversation. D I S H O N E S T
  • 16. As a result of this dishonesty, employers continually LOSE VALUABLE PEOPLE.
  • 17. Employees fail to fully invest in their current job because they’re scanning the marketplace for NEW OPPORTUNITIES.
  • 18. Managers, meanwhile, are CAUGHT IN THE MIDDLE.
  • 19. NO ONE invests in the long-term relationship.
  • 20. This is why trust in the business world is NEAR AN ALL-TIME LOW.
  • 21. This is why, according to Gallup, 70% OF WORKERS IN AMERICA are not engaged in their work.
  • 22. A business without trust and loyalty is a business without long-term thinking.
  • 23. And a business that isn’t investing in tomorrow is a company already in the process of DYING.
  • 24. It’s time to REBUILD the employer-employee relationship.
  • 25. Employers, managers, and employees need a new ! ! where they make promises to each other they can keep. RELATIONSHIP F R A M E W O R K
  • 26. Which is why I coauthored this book.
  • 27. My name is Reid Hoffman, and I cofounded
  • 28. I’m going to show you what it takes to RECRUIT, MANAGE, AND RETAIN amazing people at your company.
  • 29. The rules for doing so have changed. Because the WORLD has changed.
  • 30. Today, companies can’t afford to offer LIFETIME EMPLOYMENT.
  • 31. Your company is not a family.
  • 32. Yet, at the same time, companies can’t innovate if everyone acts like a free agent.
  • 33. Stop thinking of employees as family or free agents… THE SOLUTION?
  • 34. Start thinking of employees as ALLIES on a TOUR OF DUTY.
  • 35. Start thinking of employees as ALLIES on a TOUR OF DUTY.
  • 36. Employment should be an ALLIANCE: • a mutually beneficial deal • with explicit terms • between independent players
  • 37. Employer and employee develop a relationship based on how they can ADD VALUE TO EACH OTHER.
  • 38. Employees invest in the COMPANY’S SUCCESS.
  • 39. The company invests in the EMPLOYEES’ MARKET VALUE.
  • 40. The result? A MUTUALLY BENEFICIAL ALLIANCE instead of a transactional relationship.
  • 41. Employer and employee can “risk” committing to each other over the long term to pursue bigger payoffs.
  • 42. So, how do you organize an alliance? ?
  • 43. Start thinking of employees as ALLIES on a TOUR OF DUTY.
  • 44. The phrase “TOUR OF DUTY” comes from the military, where it refers to a single deployment.
  • 45. Obviously, it’s unwise to run a business exactly like a military unit, especially in today’s world.
  • 46. But military and business tours of duty have one important thing in common…
  • 47. A focus on honorably accomplishing A SPECIFIC, FINITE MISSION.
  • 48. In business, a TOUR OF DUTY is an ethical commitment between employer and employee.
  • 49. It’s written down and agreed to by employee and manager.
  • 50. A tour of duty has a SPECIFIC MISSION with a REALISTIC TIME HORIZON.
  • 51. For example, “Ship this product in 18 months.”
  • 52. Be sure the tour of duty promises SPECIFIC CAREER BENEFITS for the employee.
  • 53. For example, “Over the next 18 months, you will develop excellent negotiation skills.”
  • 54. AVOID VAGUE PROMISES to employees like “You’ll get valuable experience.”
  • 55. Tours of duty reveal the CENTRAL PARADOX of employment in the networked age…
  • 56. Acknowledging that your employees might leave is how you build the relationship that convinces great people to STAY.
  • 57. The tour of duty framework helped me recruit and retain ALL-STAR TALENT at LinkedIn.
  • 58. I believe every employee at a company should be on a tour of duty.
  • 59. 3So there are three types of tours. Of course, employees and job roles vary.
  • 60. ROTATIONAL TRANSFORMATIONAL FOUNDATIONAL
  • 61. A ROTATIONAL tour is usually aimed at entry-level employees. For example, 2- to 4-year analyst programs.
  • 62. These explicit “on-ramps” transition employees from school to work or from one functional area to another.
  • 63. A FOUNDATIONAL tour: people whose lives are fundamentally intertwined with their companies.
  • 64. The company deeply informs the employee’s INDIVIDUAL IDENTITY. And the employee has become part of the company’s INTELLECTUAL AND EMOTIONAL CORE.
  • 65. A TRANSFORMATIONAL tour is personalized and negotiated one-on-one by you and your employee.
  • 66. The employee TRANSFORMS his career by enhancing his portfolio of skills and experiences.
  • 67. And the company is TRANSFORMED by the employee accomplishing a specific mission that improves the business.
  • 68. The tour of duty approach relieves the pressure on you and your employees alike because it builds trust incrementally.
  • 69. Everyone commits in smaller steps and the relationship deepens as each side proves itself.
  • 70. And the finite term of the tour of duty means there’s a SET TIME FRAME for discussing the 
 employee’s career.
  • 71. Both sides open about their goals. Both sides open about time horizons. Honest career conversations.
  • 72. HONEST CAREER CONVERSATIONS are necessary for rebuilding trust and loyalty with employees.
  • 73. Now, you may worry that the tour of duty framework might give employees “PERMISSION” TO LEAVE.
  • 74. But permission is NOT YOURS to give or withhold.
  • 75. Employees DON’T NEED YOUR PERMISSION to switch companies.
  • 76. And if you try to assert that they do, they will simply make the move BEHIND YOUR BACK.
  • 77. Want your employees to stick around and DO THEIR BEST WORK?
  • 78. Provide a structure for an employee to take on a series of personally MEANINGFUL MISSIONS.
  • 79. Tours of duty encourage your employees to build A LONG-TERM CAREER at your company.
  • 80. • Should an employee talk to me about 
 other job offers he’s receiving? • What’s the only way you can retain an entrepreneurial employee? • How do I align an employee’s values and 
 career aspirations with the company’s? • Should all employees be welcome 
 to the firm alumni network? THERE ARE MANY MORE STRATEGIES… …THAT ARE COVERED IN THE BOOK.
  • 81. Get the book today ▸ An argument that we need a new way of doing business. And a blueprint for how to do it.