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Why do we speak in successful companies? Karsan, Cruz: Dream Company

I would like to thank the Mann, Ferber and Ivanov publishing house for offering me to write a review of this book. Special thanks to Kristina Yatkovskaya, I hope my review will not disappoint her.

American books of the BUSINESS direction sin with one, but very annoying feature. The scheme is simple: for example, some statement is taken that you can’t seem to argue with, because it’s already clear that it is. Further, this statement is "filled with a ton of examples", although they can be called examples with a stretch, because many examples are not even far-fetched. Examples with a ratio of 50% to 30% are supplemented by the author's reasoning about the initial statement in the spirit ("a samurai with a sword is the same as a samurai without a sword, only with a sword") and the remaining 20 percent go to dilute the book with micro-tests, pictures and sayings of the "great dead".

The central scheme of the Dream Companies book is the "endless rotation" of one idea and its one satellite:
Idea: Involvement is good, non-involvement is bad;
Satellite: Engagement is what separates a successful company from an unsuccessful one.

Chapter 1 "Life and Career"

The authors reasoned in this chapter as follows: a fixed salary has not stimulated anyone for a long time, we are already in the future, so we will use the variable part, except for the fix, this will show that the employee himself has the opportunity to influence his income, which of course will affect his motivation to work.

Chapter 2 "You are in us"

No less important for the motivation to work is the corporate culture of the employer. The authors do not specify what it is, they only say that they identified 12 types of these same crops and created on this basis a procedure for evaluating companies by 12 types. An employee armed with this questionnaire will find it extremely easy to choose a potential employer for himself, you just need to evaluate him and yourself, if everything matches = happiness for both. But tohow to evaluate an employer? - They advise you to just look at his website and read the values of the company indicated on it (although experience shows that they should be read exactly the opposite).

The authors also touched on important aspect as employee self-motivation. They offered to consider themselves business unit and treat yourself accordingly. For example, create your own:
- Board of Directors;
- R&D;
- self-pr

Board of Directors- these are, preferably, living people whose advice and experience is important to you. Phone them and ask them to become your consultants for the next couple of years, they will not refuse, the authors of the book promise;

Pr.You should conduct your own company on the Internet: check yourself in the issuance, and if you are not on the first two pages, take care and start, for example, writing articles, yes, and clean up social media profiles, otherwise the employer will notice you in shorts and God forbid Turkey.

Chapter 3 How Great Leaders Harmonize Relationships and Increase Team Motivation

Here we are gradually approaching the concept of involvement, which the authors, in companies, evaluate with a questionnaire consisting of 4 scales:

-Pride;

- Satisfaction;

- Feeling of security;

- Desire to stay in the company.

Evaluation is carried out for each of the terms on a five-point scale. If you do not have a total five, then you are not involved :). This is how the authors and their company measure the overall level of engagement of their customers.

But what should I do if, after all that I have written, I believe in the need for involvement?

Need to:

1. Set clear goals for staff(the book advises setting measurable and achievable goals)

2. Establish communications(talk, hold meetings)

3. Reward employees for success(be sure to give positive feedback to a positively distinguished employee)

For ideal middle managers, the advice is in the next chapter.

Chapter 4 Helping the Manager

On the ground, to cope with the total involvement of staff will help:

2. Recognition(both private and in the hallway)

3. Trust (you just need to trust - it motivates)

4. Working in a good team (the team you have to be good is good)

5. Communication (to communicate not only on professional topics)

6. Awareness of the mission of the company (have a mission and communicate it to everyone)

7. Corporate responsibility(must be socially responsible)

8. Quality of the produced product (the product you produce must be of high quality), and preferably all of these together

I honestly tried to find a logical connection between all the chapters in the book and found - Kenex.
In fact, this is a Kenex business card, in which the authors mention themselves and their company as much as possible. More examples are about them, in the spirit of "we were not - there was no involvement, we came - there was involvement and it became good."

Why this book and who might need it?

HR director in order to talk about trendy things at the next interview, giving examples from life "there";
hr manager, in order to start googling the concept of career growth and, having googled the career grid, proceed to the first or second unsuccessful stage of grading at the enterprise
Owner, in order to have something new to talk about with "brothers in business", as well as with hr director at the interview and hr manager, asking the sacramental question: What have you done to engage your staff?

It seems that many managers still have to comprehend the essence
links between job engagement and financial success.
For companies that place a high value on employee engagement,
better performance and net profit higher...
Gary Hamel, book author .

We increase profit!

How do the emotions that an employee experiences at work affect the very organization in which he works? It's not just about emotions. We will talk about dry numbers and established facts about the impact of employee emotions on company profits.

Imagine a senior management meeting. Executives sit around a massive mahogany round table in the conference room. The share price of companies on the stock exchange is falling, and the pressure of analysts and shareholders is growing.

CEO

"Abbreviations!" shouts another enthusiastically.

"We need to attract information Technology', - picks up the third.

“I would suggest discussing rates and wages again,” adds the CFO.

And then someone quietly but confidently says: "It is necessary to arouse the interest of employees so that they are more involved in the work." Heads turn towards the speaker, and there is such silence that one seems to hear a fly fly by...

Just imagine how much effort companies put in to increase profits or stock returns. Enter the phrase “increase in profits” in the search engine, and the search engine will give you a description of the following events over the past 24 hours:

Yahoo! enters into partnership with Microsoft.
Chevron is forced to cut 2,000 employees.
Atmel sells chip factory.
GE Healthcare enters the Indian and Chinese markets.
Harrah's Entertainment delays $5.5 billion loan repayment date.
Applied Materials announces new program repurchase of shares.

Not a single “increasing employee engagement” event in a whole day!

The moral of this story—fictitious, by the way—is not that cutting costs, selling troubled assets, or partnering with large corporation are the wrong decisions. The head of the enterprise must use all the available means at his disposal to maximize profitability. Here in that and the whole point. The topic of employee engagement is not often discussed by managers. Not everyone understands that this is as effective a tactic as the above.

The young girl on the other side of the table understands that her finest hour is coming. And she tries to put as much heat into her words as possible: "I did a thorough study: the difference between engaged and unengaged employees is expressed in a decrease in total shareholder return by 22%."

The CEO sits down and takes a breath. With a cautious smile, he says: "Let's tell."

My light, mirror, tell me...

Southwest Airlines founder and former CEO Herb Kelleher repeated his secret to success like a mantra: "Treat your own employees like customers." This simple truth, contained in six words, was described by dozens of business researchers on hundreds of pages, then published in the Harvard Business Review or other authoritative publications. In the famous book The Service Profit Chain (1997), authors James Heskett and W. Yorl Sasser described the effect employee and consumer satisfaction mirrors. Many researchers have found a positive correlation between satisfaction consumer and satisfaction employee. The authors called this phenomenon a "mirror" - in their opinion, it works in both directions. You face the mirror effect every day. Complete task 7.1 and find out how it "works".

Task 7.1. Who makes whom happy?

Satisfied customers increase the mood of employees, who, in turn, begin to feel satisfaction from the work done. Engaged employees contribute to customer satisfaction.

On the other side of service

But Heskett and Sasser didn't call their book The Mirror of Satisfaction—they called it The Service-Profit Chain. The fact is that the mirror effect is only one link in a large chain, perhaps the key one, which ultimately forms a sense of commitment among employees of their company and involvement in work and leads to profit. Simply put, the connection in this circuit is carried out as follows.

Engaged and productive employees can serve better. Good service leads to customer satisfaction. Satisfied customers are easier to retain, which in turn leads to profits and company growth. On fig. 7.1 shows a simplified model of this circuit.

Let's look first at commitment and engagement
into the work of the employee. It goes without saying that the company
small or big - in the end it only wins if its employees
energetic, believe in the mission of the company and understand how to achieve the goals.
Jack Welch, ex-head of General Electric

And of course, in this chain there is one more, the last link, which goes beyond the concept of "profit". These are factors in a company's long-term success that are usually reflected in the company's stock price. These factors are the profitability of the organization and its growth rate. Raise total shareholder return is thus another positive outcome of building commitment and engagement (Figure 7.2).

The real cost of staff turnover

Don't underestimate the impact of employee turnover on a company's financial success. If an employee leaves the company own will, then the direct costs associated with his dismissal include: reorganization of the work of personnel, legal services, recruitment of new employees, their adaptation and training. There are also indirect costs. For senior managers, especially if the company is engaged in sales and provision of services to the population, a change of employee means a decrease in productivity for the entire period of time until new employee getting used to his professional duties and gets to the heart of the matter.

Even if an employee leaves a position that, at first glance, seems quite insignificant, there is a hefty price to pay for his dismissal. Researchers at Cornell University studied staff turnover at four hotels. The direct and indirect costs associated with the replacement of various employees - bartenders, cooks, sellers of souvenir shops and maids were analyzed. It was found that the real costs of changing personnel ranged from 29 to 38% total amount annual salary payments.

In other areas of work, scientists have calculated that the real cost of replacing a nurse is more than $64,000, and to replace a call center employee with a salary of $13 per hour, you will have to fork out $22,000.

Of course, an employee does not always quit simply because they are not engaged or committed to their company. If we are talking about employee retention, it is necessary to mention the “pull-rejection” effect. On the one hand, the lack of involvement in work creates in a person a desire to look for a new place or makes him more receptive to other vacancies. In other words, by your actions you "push" the employee out the door - this is what is meant by the word "rejection". On the other hand, he may be attracted to opportunities promised to him by a competing employer. This is what is called "attraction" in this case. Employees may move to work in another company because of the opportunity to receive more, quick career development, better conditions labor or a combination of these factors. But the presence of factors of “attraction” of an employee to another organization or “rejection” of him from your company does not mean at all that he will definitely quit. There are other reasons for dismissal: the employee changed his mind about working in this area; he did not have a relationship with colleagues; he is forced to do this by a family situation (for example, a spouse finds a job in another city).

Building an Effective Culture at A.P. Moller-Maersk

Well-established feedback from employees can increase the profits of any company. But if you have more than 110,000 employees, they work 20 different areas at 130 different countries world and speak 100 languages, getting feedback becomes quite a difficult process. The Danish company A. P. Moller-Maersk faces such a problem every year.

“We want to be the number one choice for the very best,” said Thomas Hedgaard Rasmussen, HR Manager. “We have created a method for measuring the level of commitment of our employees in our organization, which allows them to openly express their opinion about the work, about the company and about the leaders. Understanding what attracts our the best employees, we will be able to create jobs to attract and retain other equally capable professionals.”

Every September, Kenexa conducts a survey of A.P. Moller-Maersk employees to determine their level of engagement. The questionnaire we use has been translated into 16 languages. Most employees go through it online, having received a link from the manager e-mail. Those who do not have Internet access answer questions on paper. The questionnaires are then sent to Kenexa for analysis. All responses are anonymous and remain confidential.

The first study of this kind was carried out in 2006. 80% of all employees took part in it. Over the next three years, this figure rose to 89%. “People like to participate in surveys and contribute to the overall cause of the company,” says Rasmussen. “We find out what is important to them, what we are good at, and what can be improved. This is an opportunity for the organization to sort of “see itself in the mirror”. Based on the results, we can make a lot of difference in our organization.”

Research has enabled A.P. Moller-Maersk to significantly improve many aspects of the business in terms of employee retention, leadership, teamwork, productivity, communication, innovation, and overall business organization. "We're looking at work engagement to improve the organization's climate, focus on what needs to be done first, and track progress," Rasmussen shared his "secrets." “This consistent feedback allows us to see the impact of our actions, monitor corporate culture trends, and compare our results to past years.”

Overall, the study found that A.P. Moller-Maersk employs employees who are passionate about their work and take pride in it. Their involvement is directly related to the desire to stay in the company. However, the study reveals much more than just a description of the psychological climate. Employees are also asked to evaluate the performance of managers. Over the past year, the 13-item measure of employee attitudes towards their managers has risen from 69% positive feedback up to 73%. “To win the market, we need successful leaders Rasmussen said. — Feedback is one of the tools that help our leaders develop and grow. It provides an opportunity to evaluate their work and find out how effectively we train them.”

“The results of these studies will be of no value if we do not share them with our employees,” Rasmussen said. “We always give them feedback.” Our company conducts comparative analysis in all 20 business areas.

The results obtained are compared in the Kenexa database with the indicators of the most successful companies from the Global 500 list published in the magazine Fortune. Based on the findings, recommendations are given for the development of next year. In addition, the results obtained are highlighted at the level of each individual unit and are used to implement changes and then analyze their effectiveness. In the subdivisions themselves, meetings of employees with the head are organized, during which, based on the data received, work plans for the next year are drawn up.

A.P. Moller-Maersk intends to continue this research and become the most successful supplier in its market. “Work engagement is at the heart of a lot of the things we do,” Rasmussen admits. “Research gives our employees the opportunity to express their opinion, and we the opportunity to improve the overall performance of the company by taking into account their feedback. In difficult times, the productivity of the enterprise will primarily depend on employees who are engaged in their work and are successful in their activities, and managers who ask the right questions.

Kennametal Corporation conducts research in turbulent times for the economy

Based in the US city of Latrobe, Kennametal Corporation is a world leader in the manufacture and supply of equipment and modern materials. All large companies— from aircraft manufacturers to coal mining companies, from medical implant manufacturers to companies developing oil wells, from turbocharger manufacturers to automotive parts suppliers, recognize the undeniable contribution of the corporation to the economy. In 2010, consumers paid approximately $2.7 billion for Kennametal products and services. The corporation employs 13 thousand capable employees from more than 60 countries of the world. However, only 50% of revenue comes from North America.

Like the economy as a whole, Kennametal has experienced its downturns in productivity. Business development is slowing down. The corporation is forced to cut staff and take other cost-cutting measures, such as sending employees on unpaid leave. wages. But even in these difficult times, the corporation is trying to keep its employees engaged and motivated.

“In 2006, Kennametal Corporation made a major decision to become an employer of the best,” explained Kevin Walling, vice president and head of AI at Kennametal. — One of the most successful practices was the study of the level of involvement of employees in their work. It made it possible to reach their hearts and minds.”

Kepeha was brought in by Kennametal Corporation to help design the questionnaires and conduct the survey. Engagement studies have revealed the emotions of employees that influenced their behavior and, as a result, the productivity of the organization. Another result of the study was the identification of barriers that prevent employees from being involved in the work, and ways to build their commitment.

“Kennametal management realized the importance of listening to employees and in Good times, and bad ones,” Walling continues. “In 2006, we communicated to our employees around the world that their feedback is critical. We also realized that feedback ultimately helps not only create a comfortable atmosphere in the company, but also contributes to a better promotion of products and services for our shareholders, customers and partners.”

The response of staff members to the study varied. IN North America and Europe, both executives and employees had doubts that Kennametal would conduct research in such economic conditions. The CEO of the company, Carlos Cardoso, personally addressed his subordinates and explained how important it is to reach each employee, to understand his views in order to create a favorable climate in the company. In response, the staff expressed their consent to conduct the study.

“For our staff, the decision to continue the study was a powerful non-verbal signal that we care about them,” said Walling. “Even in difficult times, everyone understood that the organization is driven not only by the desire to continue developing, but also by caring for their subordinates.”

After receiving the results of the first study, Kennametal management realized that they needed to communicate more effectively with employees and create a task force that would determine the direction of the company's development. The Corporation has developed its own methods of communication management and feedback, including an admin blog run by the CEO on the corporate intranet.

“As a result, we noticed that communication between employees and managers improved significantly – by as much as 16%,” said Walling. — The overall level of employee involvement in the work has not changed compared to the original data. This suggests that, despite difficult working conditions and economic problems, measures to create an atmosphere of involvement and commitment (in our case, establishing communication within the organization) lead to positive results. Difficult times do not affect the level of engagement, which ensures the long-term success of our employees and the enterprise.”

Walling notes that, according to the latest research, the main motivator of employee engagement has changed - now it is no longer communication, but a vision of the future. Here's what Christina Reitano says, corporate manager on Communications at Kennametal: “Based on the first study, we have developed and now use many ways to improve communication within the company. Our CEO's blog gets around 7,000 monthly visits. This is amazing, considering that most of our employees work in production, and do not sit at the computer.”

Kennametal's next step will be to work with management and build alignment between employees and leaders. In addition to conducting research and advising on what decisions should be made at the management level, Kenexa employees trained Kennametal employees and managers on how to analyze their own performance.

"Now we have necessary knowledge and skills in order to better understand our employees and analyze their attitude to work, says Walling. “This is our advantage over other companies. Thanks to research, we now know exactly how to engage employees in the work, and make appropriate decisions faster and more efficiently.”

History of the insurance company Aetna. Results of a study of 39 companies

For the past 150 years, Aetna has been the world's leading insurance company. In 2000, she survived a severe crisis, but a year later, under new leadership, she made one of the most successful "coups" in US corporate history. Over a five-year period, they managed to raise the value of shares on the stock exchange by more than 600%.

By the end of 2007, Aetna was ready to enter the fight for leadership in its industry. In order to move to a new level of development, the company, with the help of Kenexa, has developed a new employee engagement index. Just like the boss in the fictional story at the beginning of the chapter, Aetna CEO Ron Williams wanted to know if employee engagement actually contributed to an organization's financial success.

Most of all, the company was interested in increasing productivity and, as a result, increasing the value of shares and restoring investor confidence. Therefore, it seemed logical to measure performance in terms of the company's total shareholder return (TSR), taking into account the change in the cost of fixed capital (share price) and dividends paid.

Aetna then had to compare Aetna's performance with other comparable companies that also conduct employee engagement surveys. Their shares were listed on the stock exchange, so it was not difficult to calculate their total shareholder return. It was at this point that Aetna turned to Kenexa for help in conducting the study and evaluating the results. The study involved 39 companies that met the required parameters. The relationship between the one-year and five-year total shareholder returns and the overall employee engagement index was analyzed, as well as the relationship between TSR and each of the four components of this index. The average values of the overall index of engagement in work, its individual components and TSR for one year and for five years differed significantly in all 39 organizations.

It was found that the correlation coefficient between TSR and the employee engagement rate is 0.45, that is, the correlation is medium, with a tendency to high. In order to better understand exactly how engagement in work affects the performance of companies, the following distribution zones of the values of the index of engagement in work were identified: 25% is the zone of the lowest values, 50% is the zone of average values and 25% is the zone of the highest values. It turned out that in companies whose indicators fell into the zone of the highest values of employee involvement in work, TSR for five years was 17.93%. And in the companies that found themselves in the zone of the lowest values, TSR was minus 4.13%. That is, the difference between the most and least interested employees in the five-year TSR was 22% (Fig. 7.3).

Work engagement is not the only answer

Studies have shown that the formation of employee engagement in work is not only a private initiative, but also a strategic requirement that affects business development. There is an undeniable link between employee engagement and productivity, employee retention and the quality of services provided, all of which lead to increased profitability and higher shareholder returns. Every year, US companies lose hundreds of billions of dollars simply because their employees are not involved in their work.

However, as mentioned earlier, involvement will not contribute to the success of the company if the employee is not working at his place or his actions are inconsistent with the actions of others. Profit will increase only when employees become involved in the work, act in concert and make their personal contribution to the overall success of the organization.

Count how many hours a day you work? No, you don’t spend at the office, namely, you work - answering urgent letters, sitting with friends in a cafe, or finishing a report on Sunday evening?

Today, work interferes not only with our personal time. It affects our emotional state, health, family relationships. The authors argue that work is inseparable from life, and therefore it is very important that it be to your liking, bring positive emotions. To want to give 100%.

There is another side of the issue. Engaged employees increase company productivity. Their products and services are of special quality, which means they increase profitability and bring profit.

1. what factors determine the commitment of employees to work
2. how engagement affects company performance and profits
3. how to create an atmosphere of recognition and trust in the company, thanks to which employees will be completely devoted to their work.

Many people think that engagement is the responsibility of the leader. Hardly. It is impossible to motivate a person if he does not do his job. Full engagement requires steps from both sides. And this book will tell you how to make them.

Who is this book for?

For employees and their leaders.

It will help the first to understand themselves, their attitude to the chosen profession, the corporate culture of the company in which they work.

The latter will be able to understand their employees and use this knowledge to create harmonious relationships in a team where everyone devotes themselves to a common cause and makes a profit.

book chips

This book provides an extensive practical toolkit - it contains more than 30 tests and tasks, with the help of which the authors studied employees and their involvement in their time, and which you can now use in your work. The book is really helpful! And it is recommended in the preface not by anyone, but by Tony Shay himself, the head of Zappos, who knows firsthand how to make employees happy.

While job satisfaction is a component of job engagement, a satisfied employee may storm off at the end of the day, accept an offer from another organization in the hope of earning a five percent higher salary, or come home and be asked, “How are you at work? » mumble: "It's okay."

Involvement in work is easy to recognize when it is still there. You can see it in the waiter who addresses customers by name, or in the office worker who in the middle of the day, looking at his watch, remembers: “Oh, I forgot about lunch.” Or in the customs officer who greets you and speaks pleasantly of the city from which you come. Engagement can be seen in an employee who, when a vacancy opens up at work, suggests her friends for this position. Engaged employees are those who are willing to put in the extra effort, not only for their own benefit, but also for the success of the company.

Expand description Collapse Description

Rudy Karsan, Kevin Cruz. Dream company. Why in successful companies say "we".
Publishing house "Mann, Ivanov and Ferber", 2012.
// W.E. How to Increase Performance and Profits through Full Engagement. Rudy Karsan, Kevin Kruse

Reviewer - Marina Asheeva, in the recent past - an HR, now - a journalist, translator, editorial staff of the "Work with Personnel" magazine.

The book is fresh, as they say, fresh from the printing house. The translation of the book into Russian and its publication was carried out by the publishing house " Mann, Ivanov and Ferber". It also kindly provided the book for editorial review. electronic journal « Work with personnel". I reviewed with enthusiasm: A new book, a hot topic, and even a world bestseller ...))

Strictly speaking, this is not an HR book. To call it a book for HR would be to narrow down its content a lot, to make it more "highly specialized" than it really is. I would say that this book is more about the philosophy and psychology of business, and at the same time - about the philosophy and psychology of hired work. But the “trick” is that HRs definitely need to read it. At least for those who do not want to limit themselves only to the performance of a narrow area of work - whether it be selection, calculation of compensation, or something else.

Although the book contains a lot of practical material that will be useful in HR practice, it is least of all a collection of ready-made “recipes”. The purpose of the authors was different: to make the reader think about the meaning of business, the meaning of their work, and - ultimately - their lives.

One of the frequent problems of HR-specialists (as, indeed, of any other specialists) is that professional horizons are limited to a narrow range of tasks. Behind the usual daily actions, the meaning of the activity itself is lost. An effective and successful HR differs from an ineffective and not very successful HR precisely in that he UNDERSTANDS and SEES all business processes as a whole. Authors " Dream companies” go further - they help to see as a whole not only business, but also life and work. The separation of life and work has long been "common". Rudy Karsan and Kevin Cruz show the illusory nature of such a distinction. The authors are by no means among the "armchair theorists". They came to their conclusions during the creation and development of their own company (which, by the way, has achieved success) and in the course of extensive research.

Is it realistic not to divide your time between life and work? The authors of the book believe that this is possible if a person is really passionate about his work. This answer raises new questions: what does employee engagement depend on? How does it affect the company's profitability? How to keep employees busy? How to create an atmosphere in the company in which people really want to work with full dedication? Why is the involvement of employees so important, and what else should there be besides involvement? What is the difference between job engagement and job satisfaction?

"Chips" of the book:

The book contains tasks and tests, with the help of which the authors investigated the involvement of employees in different companies. They can be used both to study the motivation of employees and for self-development.

The authors quite actively use psychological terminology, and at the same time they succeeded in something that the authors of university textbooks rarely succeed in: quite complex psychological concepts are explained in an accessible and understandable way.

Eicharov with a psychological education will be pleased with the chapter on the types of organizational culture. The typology is based on 12 archetypes. Each one with detailed descriptions and examples.

What did not like

Perhaps the book has only one drawback. And it's not the authors' fault. On the cover of the book, the publisher made a mark "good translation". And he turned out to be 100% right. The translation is not bad. He is GOOD. But not great. Those who have the opportunity to read the book in the original and are well versed in the topic will most likely notice that the equivalents for terms and concepts are not well chosen everywhere. This does not make it difficult to understand the text, but the pleasure of reading is no longer the same. Compared to the casual style of the original text in Russian, the book “speaks” in a more boring and in some places even official language.

Publisher: Mann, Ivanov & Ferber, 2012
978-5-91657-288-9
Printed products
Volume: 248 pages

What is this book about
Count how many hours a day you work? No, you don’t spend at the office, namely, you work - answering urgent letters, sitting with friends in a cafe, or finishing a report on Sunday evening?

There is another side of the issue. Engaged employees increase company productivity. Their products and services are of special quality - which means they increase profitability and bring profit.

1. What factors determine the commitment of employees to work
2. How engagement affects company performance and profits
3. How to create an atmosphere of recognition and trust in the company, thanks to which employees will be completely devoted to their work.

Many believe that involvement is the responsibility of the leader. Hardly. It is impossible to motivate a person if he does not do his job. Full engagement requires steps from both sides. And this book will tell you how to make them.

Who is this book for?
For employees and their leaders.
It will help the first to understand themselves, their attitude to the chosen profession, the corporate culture of the company in which they work.
The latter will be able to understand their employees and use this knowledge to create harmonious relationships in a team where everyone devotes themselves to a common cause and makes a profit.

book chips
This book provides an extensive practical toolkit - it contains more than 30 tests and tasks, with the help of which the authors studied employees and their involvement in their time, and which you can now use in your work. The book is really helpful! And it is recommended in the preface not by anyone, but by Tony Shay himself, the head of Zappos, who knows firsthand how to make employees happy.

From the author
While job satisfaction is a component of job engagement, a satisfied employee may storm off at the end of the day, accept an offer from another organization in the hope of earning a five percent higher salary, or come home and be asked, “How are you at work? " mumble: "It's okay."
Involvement in work is easy to recognize when it is still there. You can see it in the waiter who addresses customers by name, or in the office worker who in the middle of the day, looking at his watch, remembers: "Oh, I forgot about lunch." Or in the customs officer who greets you and speaks pleasantly of the city from which you come. Engagement can be seen in an employee who, when a vacancy opens up at work, suggests her friends for this position. Engaged employees are those who are willing to put in the extra effort, not only for their own benefit, but also for the success of the company.

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What this book is about People are constantly talking about products and services: hair dye, cars, computers, TV shows, cleaning products... They can criticize them, or they can recommend them to their neighbors and friends, or write an enthusiastic review in..... .

Leave your mark

What this book is about The author of this book is the founder of the TOMS shoe company. She is famous not only for her shoes, but also for the fact that for every pair sold, she gives a pair to children for free. At the same time, TOMS is a profitable company. Blake tells the story...

resonate. Captivate your audience with your vibrant story

What this book is about To convey your ideas and achieve what you want, you need to cause a resonance - a response from the audience. That's what the new book is about by Nancy Duarte, founder and CEO of Duarte Design, author of a brilliant guide to visual...

It's hard to be the boss. Successful Leadership Models

You are the leader. You occupy a key position, are ambitious and career-oriented. Sometimes, however, you think that you have taken this place too soon. But, in general, everything is in order. But just a minute ago, one of the best left you, slamming the door...

Blue ocean strategy. How to find or create a market free from other players

What this book is about We tend to think that competition is a symbol healthy business. However, every year the competition becomes more and more intense, and the struggle for the sympathy of the consumer (and his wallet) is more and more bloody. ......

Hard management. Make people work for results

Quote Every employee thinks they are smarter than their boss. Your employees feel they are overworking and underpaid, that they are investing in your business much more than you, and therefore may well ignore or circumvent your ......

First 90 days

What this book is about You got a promotion. Things are packed, the keys to the new office are in the pocket. You step on new position and full of ideas. But in addition to plans, there are a lot of serious fears in your head. How not to disappoint management? How to bypass ......

What this book is about Collection of thoughts of the great management theorist Peter Drucker in the form of a convenient diary. Drucker for Every Day is a guide to action and a great motivator. Peter Drucker will literally put ideas and discoveries into your head, ......