Catch Up on the Latest Industry News from DDI Resource Center by Krista Ford, Resource Center Manager Recent Articles: Gilt Groupe's CEO on Building a Team of A Players. By: Ryan, Kevin. Harvard Business Review, Jan/Feb2012, Vol. 90 Issue 1, p43-46. Ryan believes that a CEO should spend more time on recruiting and managing people than on any other activity, and that the head of HR is one of the most important people in the company. He insists on his freedom to bypass managers and speak with any employee at any time. And he espouses certain talent-management principles, such as that your best people are usually underpaid (reward them with performance pay) and that people leave jobs mainly because they don't like their managers. Recruiting at Gilt Groupe focuses on references more than on résumés and interviews because, Ryan says, résumés only establish basic qualifications for a job, and interviewers can't help being influenced by wellspoken or attractive people. But...

By: Gavetti, Giovanni. Harvard Business Review, Jul/Aug2011, Vol. 89 Issue 7/8, p118-125. Abstract: Firms in an industry typically cluster around a few strategic positions, and the intense competition on those occupied "mountaintops" makes it hard for firms to gain attractive returns. Superior opportunities lie on unoccupied mountaintops. Yet because those opportunities are "cognitively distant"-far from the status quo- strategists have trouble recognizing and acting on them. Competition, therefore, is weak. Most managers are trained to analyze economic forces when they want to identify new opportunities. But that approach usually won't uncover the kinds of ideas that overturn the status quo. Recent research on human cognition suggests that leaders would do better to use associative thinking to spot, act on, and legitimize distant opportunities. They should learn to make analogies with businesses in other industries, for example. For example, Charles Merrill la...

雜誌採訪 :  美商 DDI 亞太區首席顧問林妍希談「高效人才管理 5 大關鍵」 隨著全球化的發展，任何企業均無法自外於國際競爭。企業欲在這場圈地競賽裡，取得長線勝利，仰賴的是人才，強調連結企業目前以及未來的策略目標下，廣泛進行人才發掘、培育與發展，是企業取勝全球化賽局的關鍵。 ( 呂玉娟、蔡士敏 )  根據勤業眾信顧問公司針對全球５百大快速成長科技產業的 CEO 所做的調查顯示， 21 ％的 CEO 認為「高品質的員工」是貢獻公司成長最多的關鍵因素。所以，微軟比爾 ‧ 蓋茲說：「失去最優秀的 20 位人才，微軟就不再是重要的公司。」 隨著全球化迅速發展，資訊技術革命的推動與國際競爭白熱化，幾乎使任何企業都必須參與國際競爭。企業欲在這場圈地競賽裡，取得長線勝利，必須實施正確的人才管理，充分鼓舞人才，激勵員工為企業發展貢獻才智、不斷創新，發揮潛能。 人才管理是目前組織發展的熱門話題，擺脫企業缺人找人的缺憾，也能彌補接班人計畫，解決儲備高階主管的問題。強調的是連結企業現在以及未來的策略目標下，廣泛的人才發掘與發展。 然而，根據 IDC 顧問公司調查顯示，人才管理阻礙的原因之一，即是企業對人才管理的複雜過程，沒有設定良好的管理平台與系統，讓人才管理與公司策略，或與個人發展計畫，生涯成長缺少連接性。因此，企業要有適當的人才培養或接軌，才有可能面對這項挑戰。 連結策略找出未來人才 美商宏智國際顧問 (DDI) 亞太區首席顧問林妍希表示，人才管理必須與公司策略緊密結合。人才管理的起點是先釐清企業的願景，以及根據願景所訂的短、中、長期目標連結策略目標。 因為，企業經營有特定的目標及方向，不可能只為人而發展人。反而是因根據企業願景， CEO 開始沙盤推演要達到願景策略該怎麼走、需要多少人、這些人需要具備哪些關鍵特質與技能、 Key leader 要多少位 …… 而展開人才管理。 她舉例解釋，假設某家企業的 CEO 希望公司未來３、５年的營運目標，要達到新台幣 1 千億元。現階段已經達到 4 百億元。為了要達到 1 千億元的目標，企業現在要規劃未來的產品、通路、行銷策略，需要由誰來做？這些人才需要具備什麼樣的能力？ CEO 必須針對這些未來人才的能力開出規格，此人才的規格是依據企業願景、目標和方向來訂...

Author: Dr. Robert Hogan /President of Hogan Assessment Systems Social psychology concerns how people behave in specific situations—for example, as members of a jury panel or eye witnesses to a mugging. Social psychology is very popular, but it doesn’t concern “human nature,” it concerns how people behave in carefully defined contexts. Personality psychology concerns “human nature"—understanding oneself and other people independent of specific situations. Despite its importance, it is vastly less popular than social psychology—for example, there are only about 400 personality psychologists in the United States. Even worse, modern personality psychology largely focuses on aspects of the so-called Big Five Theory. According to this respected academic model, what we know about ourselves and other people can be described as follows: 1. Some people are shy and reserved; others are outgoing and talkative 2. Some people are nervous and guilt prone, others are confident and resili...

(Recommened by DDI research center) Title Subtitle: How to be the best and learn frrom the worst. Author: Sutton, Robert I. Place Published: New York, NY Summary: If you are a boss who wants to do great work, what can you do about it? Good Boss, Bad Boss is devoted to answering that question. Stanford Professor Robert Sutton weaves together the best psychological and management research with compelling stories and cases to reveal the mindset and moves of the best (and worst) bosses. This book was inspired by the deluge of emails, research, phone calls, and conversations that Dr. Sutton experienced after publishing his blockbuster bestseller The No Asshole Rule. He realized that most of these stories and studies swirled around a central figure in every workplace: THE BOSS. These heart-breaking, inspiring, and sometimes funny stories taught Sutton that most bosses - and their followers - wanted a lot more than just a jerk-free workplace. They aspired to become (or work for) a...

The Distance Manager By: Fisher, Kimball; Fisher, Mareen Duncan. Business Book Review Library, 6/23/2010, p1-9, 10p; Abstract: With an increasing number of employees working outside the central workplace, direct control over members of a project team is a thing of the past. In The Distance Manager, authors Kimball Fisher and Mareen Duncan Fisher have created a practical guide for employers and managers on how to get the most out of off-site employees and virtual teams. Emphasizing the value of management skills and resources required to keep the project on track, the Fishers offer simple tips and real examples in order to guide the prospective team to a project’s successful conclusion. In addition to a list of ways the manager can cripple the success of the project, the authors offer several competencies—such as articulating a vision and aggressively eliminating barriers to team effectiveness—that make the undertaking successful. Team members offer additional recommendations on how ...

For years, people in business bragged about the size of their rolodexes, which contained the names and vital information about people who could provide business-related information and share business contacts—the crucial data needed to make good decisions, avoid pitfalls, handle new challenges, and decrease six degrees of separation to two. The computer has replaced the rolodex, but the need to have a group of people who can help in different circumstances is larger than ever. Now they are called "business networks." A business network is a collection of people, preferably with a broad array of experience and knowledge, to which an individual is connected and with which the individual is in periodic contact. Ideally, any member of this network would answer an email request for help within 24 hours. The last criterion is particularly important. You don't have a network unless the people in your network come through when you need them. A business network is not built wi...

商智文化<器量-領導者的十項成長歷程/What made Jack Welch Jack Welch>： 推薦序 領袖特質究竟是與生俱來？還是後天培養？ 這個問題 在我長期扮演企業教練的過程裡，經常地被問起。尤其是在企業決定要將菁英人選送進DDI評鑑中心進行潛力評鑑時，他們常會問：「究竟領袖特質是天生、還是後天培養？領袖潛能真的可以被評鑑出來嗎？如果評鑑出來不合適，該怎麼辦？是不是有方法可以幫助他/她發展應有的領導力 面對客戶這一連串的問題，撇開好奇的因素外，可以體會他們對如何辨識領導潛能、培育未來接班人的苦惱。不禁讓我聯想到一部電影【A.I.人工智慧】，它描述科技發展到一個程度， 幾乎所有的工作都由機器人擔任，人類必須考慮研發一種能夠付出真愛的機器小孩。只要在啟動機器人的時候，依照使用規則，唸出一段含有人工智慧元素的咒語，從此這機器人就會給你像人一般的真實感。這讓我忍不住幻想，如果有一種晶片，裡面充滿了領袖元素，那麼只要將晶片植入人體內，就可以讓一個人輕鬆成為卓越的領導者，這豈不是就可以立即解決很多企業到處尋尋覓覓菁英人才、思索如何栽培未來領袖的問題了嗎！看到這裡，讀者或許覺得我異想天開，不過，本書所提供的觀點與智慧，就如晶片裡的元素，雖然還沒有晶片的發明，但是你可以決定如何為自己植入領導的DNA。 領導者的角色，有時就像運動場上的選手一樣。不是人人可以嶄露頭角、取得勝選。誰能成為運動場上的頂尖好手? 其間的差異點，不在體能、技術，在於一個人的心理素質，也就是一種應對環境挑戰、變化的「心適能」(Mental Fitness)。因為好的體能技巧對優秀運動員而言，是基本必備的條件，但真正在關鍵時刻發生影響力的是「心理素質」。體適能可以訓練，同樣的，心適能也可以被磨練。這就如同本書作者所提的品格塑造。作者認為領導力是可以後天培養的，在他長年的觀察中發現，卓越的領導者幾乎在人生中都經歷過不平凡的個人成長契機，才得以培養出領袖的品格特質。他將這些個人成長可分為五大方面：領導器量、品格、自信、行動力及感召力，而這五大特質則是由下列十項品格塑造經驗打造出來的： 1.挑戰不拿手的事 2.做出困難的抉擇 3.解開關鍵疑團 4.關照他人 5.讓別人認同自己的理念 6.用心與人往來 7.組成團隊 8.胸有成竹 9.培養識人之明 ...