Based on research and in-depth interviews conducted by Gallup Incorporated, Marcus Buckingham and Curt Coffman explore the essential elements that are needed to attract and keep the most talented employees. Performance data from over 10,000 managers and 400 companies were deeply analyzed to see what they were doing differently in order to secure their competitive advantage in human capital and what they may be failing at in the same aspect.
The entire project was based on a series of what the authors considered the 12 most powerful questions: 1) Do I know what is expected of me at work? 2) Do I have the materials and equipment I need to do my work right? 3) At work, do I have the opportunity to do what I do best every day? 4) In the last …show more content…
83-83). These four activities consist of: selecting the appropriate person for the appropriate position, setting appropriate expectations, motivating the employee and employee development. Understanding an employees talent, skills and their knowledge as opposed to simply considering their experience and strengths is absolutely vital to doing things differently and producing such results as outlined in their research. Each of these keys were discussed in great length and detail from selecting talent, to focusing on strength as opposed to weaknesses, to avoiding the temptation to control the ways in which employees achieve the outcomes managers have …show more content…
I truly felt as though several of the topics discussed in the book were paralleled throughout the text. Their research was thorough and in depth but well executed and easy to understand throughout their presentation in the chapters. I feel as though the majority of the book was centered around the “importance of recognizing the interdependence of attracting, developing and retaining human capital” as discussed in Chapter 4 in our text. Understanding the process of the foundation of intellectual capital includes the development of employees to reach their maximum potential within the organization. This is discussed almost word-for-word in both the text and the book by Buckingham and Coffman. On page 111 of our text, there is a paragraph on hiring for attitude and training for skill. There was discussion in First, Break All the Rules in regards to focusing on the employee’s strengths as opposed to their weaknesses. Buckingham and Coffman felt as though the best managers did not try to change their employees. They understood that every single person was different and they should focus on training them for the positions that best suited them not attempting to alter their personalities. According to them, selecting someone for their talent instead of their experience or even knowledge was crucial because they believed talent and skill could be taught; another ideal paralleled in Chapter
The entire project was based on a series of what the authors considered the 12 most powerful questions: 1) Do I know what is expected of me at work? 2) Do I have the materials and equipment I need to do my work right? 3) At work, do I have the opportunity to do what I do best every day? 4) In the last …show more content…
83-83). These four activities consist of: selecting the appropriate person for the appropriate position, setting appropriate expectations, motivating the employee and employee development. Understanding an employees talent, skills and their knowledge as opposed to simply considering their experience and strengths is absolutely vital to doing things differently and producing such results as outlined in their research. Each of these keys were discussed in great length and detail from selecting talent, to focusing on strength as opposed to weaknesses, to avoiding the temptation to control the ways in which employees achieve the outcomes managers have …show more content…
I truly felt as though several of the topics discussed in the book were paralleled throughout the text. Their research was thorough and in depth but well executed and easy to understand throughout their presentation in the chapters. I feel as though the majority of the book was centered around the “importance of recognizing the interdependence of attracting, developing and retaining human capital” as discussed in Chapter 4 in our text. Understanding the process of the foundation of intellectual capital includes the development of employees to reach their maximum potential within the organization. This is discussed almost word-for-word in both the text and the book by Buckingham and Coffman. On page 111 of our text, there is a paragraph on hiring for attitude and training for skill. There was discussion in First, Break All the Rules in regards to focusing on the employee’s strengths as opposed to their weaknesses. Buckingham and Coffman felt as though the best managers did not try to change their employees. They understood that every single person was different and they should focus on training them for the positions that best suited them not attempting to alter their personalities. According to them, selecting someone for their talent instead of their experience or even knowledge was crucial because they believed talent and skill could be taught; another ideal paralleled in Chapter