This book has been Approved for Recertification Credit. After reading this approved book, you must complete a quiz on SHRM’s E-Learning platform. When you purchase this book from the SHRMStore, you will receive a code that you can use to cover the cost of the quiz. Receive a 70% or better score on the quiz and you will then receive a certificate of completion with the program ID that entitles you to 3.0 PROFESSIONAL DEVELOPMENT CREDITS for SHRM Certification and 2.5 GENERAL credit hours for HRCI. Use the corresponding Program IDs to log your credits. For a complete list of the books approved for credit, visit the Approved Books List. Learn more on our Frequently Asked Questions (FAQs) page.
Human capital is increasingly being viewed as the critical leverage point for managing intangibles—company, product and employer brand, customer loyalty, employee engagement and alignment, ethics, innovation, effective partnerships, and culture—and as a major source of competitive advantage. Organizations that can harness, leverage, and optimize it will win in an increasingly fierce competitive environment. Organizations today are being squeezed by their competitors, customers, employees, and in many parts of the world by local and regional labor unions, regulatory agencies, and, of course, shareholders.
Winning in this new environment requires three critical ingredients:
- Strong and differentiated strategies
- Great strategy execution
- Powerful measures to provide the vital, real-time information needed to make the scores of decisions required to navigate the turbulent environment and to implement the strategy successfully
Hidden Drivers of Success provides a framework for HR managers and business leaders to identify and extract crucial information to lead their enterprise, business unit, or department to success. Sadly, much of what is readily available is not necessarily the information needed for the best decisions, and the most useful information is too hard to detect, buried among thousands of data points. What may surprise the reader is that much of the information needed is often sitting nearby in the heads or on the desks of people around you, waiting to be tapped.
In this book, the authors place particular emphasis on extracting valuable information from stakeholders in a timely fashion, thereby enabling leaders of all types to make great decisions. Many of the existing tools, such as surveys, were not designed or used to provide strategic decision information. Hidden Drivers of Success will show how various measures—with a particular emphasis on surveys—can be reinvented to serve today’s strategic and operational needs.
The goal of Hidden Drivers of Success is to expand thinking around how to use the richness of the information around you for the strategic benefit of your organization. In short, this is a book about managing organizational value—how to define it, how to measure it, and how to grow it.
Table of Contents:
- Section I: Unleashing the Power of Information
- Chapter 1. The Information Gap
- Chapter 2. What Do You Really Know About Your Organization?
- Section II: From the Outside In
- Chapter 3. Supplier Value Assessment
- Section III: From the Inside Out —Using People Equity and Strategic Information to Make Better Decisions
- Chapter 4. Optimizing Talent
- Chapter 5. Strategic Employee Surveys: Planning and Design
- Chapter 6. Strategic Employee Surveys: Turning Data into Insight
- Chapter 7. Strategic Employee Surveys: Turning Insight into Business Results
- Section IV: Using Survey Intelligence to Make Key Talent Decisions
- Chapter 8. Leveraging Information to Optimize Employer Brand, Hiring, and Onboarding
- Chapter 9. Using Information Tools to Retain and Recover Talent
- Chapter 10. Leadership Development and Succession
- Section V: Managing and Measuring Values
- Chapter 11. Measuring and Living Organizational Values
- Chapter 12. Ethics
- Chapter 13. Diversity and Inclusion
- Chapter 14. Innovation
- Section VI: Managing Environmental Constituents
- Chapter 15. Using Information to Optimize Labor Relations and Union Outcomes
- Chapter 16. Using Measurement to Support Sustainability
- Section VII: Preparing For the Future—Now!
- Chapter 17. Do You Have a Strategic Intelligence System?
- Chapter 18. The Employee Intelligence System
- Chapter 19. Mass-Customizing Your Workforce: Using Measurement to Optimize Your Talent
- Section VIII: A Call to Action
- Chapter 20. Building Your Strategic Intelligence System
About the Authors:
William A. Schiemann, Ph.D. and MBA, is Chief Executive Officer of Metrus Group in Somerville, New Jersey. Dr. Schiemann and his firm are known for their pioneering work in the creation of the People Equity (ACE) talent optimization framework, strategic performance metrics and scorecards, the strategy mapping process, valuation of internal shared service functions, and for strategic employee surveys that drive high performance. Bill is author of The ACE Advantage: How Smart Companies Unleash Talent for Optimal Performance and Reinventing Talent Management: How to Maximize Performance in the New Marketplace and co-author of Bullseye! Hitting Your Strategic Targets Through High-Impact Measurement. He was former Board Chair of the SHRM Foundation, current board member with the HR Certification Institute, and is a designated Fellow and Scholar of the Society for Industrial and Organizational Psychology (SIOP).
Brian S. Morgan is Director, Organization Assessment Services at Metrus Group, Inc. He has over 30 years of experience in organization diagnostics, with particular specialization in employee survey and follow-up action planning, with a focus on strategic uses of employee surveys to predict customer satisfaction, financial performance, and other key business outcomes. His recent work also includes the design and implementation of strategic measurement system and internal customer surveys.
Jerry H. Seibert, MA is Principal and Vice President of Diagnostic Services of Metrus Group. He has 25 years of experience working with organizations to measure and improve customer, employee, and other stakeholder perceptions. He has also led numerous large field studies on internal customer service/value, and its connection to business outcomes.
“This is a great read if you are interested in measuring your organization and its talent to drive business results.” — Edward E. Lawler III, Author of Talent: Making People Your Competitive Advantage
“No matter what your business, without aligned, capable, and passionate associates, you will never reach your goals. Hidden Drivers of Success provides strategic, but practical, approaches that work. I highly recommend this book, but more so, I highly recommend Bill and his team in helping you achieve and sustain your desired goals.” — Jim Leighton, President, Perdue Foods and Author of Getting F.I.T.: Unleashing the Power of Fully Integrated Teams
“In an era of continuous change, success requires differentiated strategies and a good reading of Hidden Drivers of Success—a must read for managers of all trades! Learn to use the powerful measures needed to obtain the critical information for making the right decisions.” — Thomas Belker, Managing Director, Corporate Human Resources, OBI Group Holding
“Measures are answers to questions, and asking the right questions about the workforce is a crucial driver of business success: How can we improve the capability and performance of our workforce? Do we have the talent we need to execute our strategy? Hidden Drivers of Success provides a useful, fact-based, and pragmatic approach to answering these questions, and to improving any firm’s strategic success.” — Mark Huselid, Ph.D., Distinguished Professor of HR Strategy, Rutgers University and Author of The HR Scorecard, The Workforce Scorecard, and The Differentiated Workforce
“Hidden Drivers of Success provides practical ideas for using surveys to inform a wide array of organizational and strategic decisions, using great examples from well-known organizations and the authors’ extensive survey experience.” — John Boudreau, Ph.D., Professor and Research Director, Center for Effective Organizations, Marshall School of Business, University of Southern California
- Additional Information
- Bought Together