Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | Englisch |
| Veröffentlicht: |
Hoboken, NJ
Wiley
[2022]
|
| Links: | https://ebookcentral.proquest.com/lib/fuberlin-ebooks/detail.action?docID=6767877 https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=6767877 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Umfang: | 1 Online-Ressource (xx, 252 Seiten) |
| ISBN: | 9781119813767 |
Internformat
MARC
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| 100 | 1 | |a Rodriguez, Robert |d 1969- |e Verfasser |0 (DE-588)1246957353 |4 aut | |
| 245 | 1 | 0 | |a Employee resource group excellence |b grow high performing ERGs to enhance diversity, equality, belonging, and business impact |
| 264 | 1 | |a Hoboken, NJ |b Wiley |c [2022] | |
| 264 | 4 | |c ©2022 | |
| 300 | |a 1 Online-Ressource (xx, 252 Seiten) | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 500 | |a Description based on publisher supplied metadata and other sources | ||
| 505 | 8 | |a Cover -- Title Page -- Copyright -- Contents -- Introduction: The Milli Vanilli Syndrome -- Milli Vanilli -- Chapter 1 Beyond Food, Flag, and Fun -- The Current State of Employee Resource Groups -- The Very Heart of Diversity and Inclusion Efforts -- Employee Resource Group Basics -- Seeing Global ERGs as Simply Overseas Extensions of US Groups -- ERG Trends -- Alignment with Talent Management -- Underutilized Business Assets -- Metrics‐that‐Matter -- Succession Planning -- Skeptical Middle Management -- Narrowing ERG Ambitions -- ERG Leader Development -- Chapter 2 The Seven Deadly Sins -- Derailers That Prevent ERG Excellence -- Seven Deadly ERG Derailers -- 1. Big Picture Derailer -- 2. Pace of Change Derailer -- 3. Self-Serving Derailer -- 4. Rule-Breaking Derailer -- 5. Peers-Managing-Peers Derailer -- 6. Decision-Making Derailer -- 7. Poor-Leadership Derailer -- Chapter 3 Movers and Shakers -- Nurturing the Success of ERG Leaders -- Outline ERG Leadership Benefits -- Individual Contributor as ERG Leader -- Work Skills -- Time -- Values -- Individual ERG Coaching Sessions -- ERG Leadership Summits -- ERG Leadership Academies -- ERG Leader Competencies -- Effective Decision-Making -- Balancing Leadership Priorities -- Chapter 4 The 4C ModelTM -- A Holistic Approach Toward ERG Excellence -- Key Aspects of the 4C ModelTM -- Using the 4C ModelTM -- Chapter 5 Career Pillar -- Turning ERGs into a Talent Engine -- Professional Development -- Talent Pipeline -- Chapter 6 Community Pillar -- Collaboration and External Outreach -- External Outreach and Focus -- Collaboration Is Key -- Chapter 7 Culture Pillar -- Building a Culture of Excellence and Belonging -- Belonging -- Systems -- Measurement Strategy -- High-Performing Leadership Teams -- Consistent Operating Rhythm -- Organization Structure -- Chapter 8 Commerce Pillar | |
| 505 | 8 | |a No Longer an Underutilized Business Asset -- Organizational Alignment -- Executive Sponsors -- Existing Clients -- Incremental Revenue -- Business Effectiveness -- Chapter 9 ERG Analytics -- Data‐Driven Insights -- Normative Database Mining -- ERG Leadership Roles Need to Be Highly Desired -- Appoint Your ERG Leaders to Top Grade the Role -- ERGs Are an Underutilized Asset -- Professional Development Across the Career Continuum Is Lacking -- ERGs Are Not Benchmarking Adequately -- Not All Business Units Value ERGs -- Career and Commerce Are Key -- Chapter 10 ERG Metrics‐That‐Matter -- Measuring ERG Impact and Excellence -- Key Measurement Principles -- ERG Metrics‐That‐Matter -- Chapter 11 High Performers and High Potentials -- ERGs and Talent Management -- ERG Ownership -- ERG Membership -- Leadership Development Mechanisms -- ERG Leader Competencies -- High Performance -- Business Credibility -- Strategic Mindset -- Ability to Develop Others -- Building Effective Teams -- Transitioning to an Appointment Process -- Executive Sponsor Buy-In -- Communicating the Reason for Change -- Alignment with Talent Management -- Chapter 12 Strategic Planning -- Using the Google Maps Approach -- First, Determine ERG Current State -- Next, Establish a Desired Future State -- Finalize Your Strategic Plan -- Chapter 13 Next‐Generation ERGs -- The ERG Excellence Manifesto -- About The Author -- Index -- EULA. | |
| 776 | 0 | 8 | |i Erscheint auch als |n Online-Ausgabe, EPUB |z 9781119813750 |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Rodriguez, Robert |t Employee Resource Group Excellence |d Hoboken, NJ : Wiley, c2022 |z 9781119813743 |
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Datensatz im Suchindex
| _version_ | 1818989470426333184 |
|---|---|
| any_adam_object | |
| author | Rodriguez, Robert 1969- |
| author_GND | (DE-588)1246957353 |
| author_facet | Rodriguez, Robert 1969- |
| author_role | aut |
| author_sort | Rodriguez, Robert 1969- |
| author_variant | r r rr |
| building | Verbundindex |
| bvnumber | BV048226348 |
| classification_rvk | QV 578 QP 300 QP 340 |
| collection | ZDB-30-PQE |
| contents | Cover -- Title Page -- Copyright -- Contents -- Introduction: The Milli Vanilli Syndrome -- Milli Vanilli -- Chapter 1 Beyond Food, Flag, and Fun -- The Current State of Employee Resource Groups -- The Very Heart of Diversity and Inclusion Efforts -- Employee Resource Group Basics -- Seeing Global ERGs as Simply Overseas Extensions of US Groups -- ERG Trends -- Alignment with Talent Management -- Underutilized Business Assets -- Metrics‐that‐Matter -- Succession Planning -- Skeptical Middle Management -- Narrowing ERG Ambitions -- ERG Leader Development -- Chapter 2 The Seven Deadly Sins -- Derailers That Prevent ERG Excellence -- Seven Deadly ERG Derailers -- 1. Big Picture Derailer -- 2. Pace of Change Derailer -- 3. Self-Serving Derailer -- 4. Rule-Breaking Derailer -- 5. Peers-Managing-Peers Derailer -- 6. Decision-Making Derailer -- 7. Poor-Leadership Derailer -- Chapter 3 Movers and Shakers -- Nurturing the Success of ERG Leaders -- Outline ERG Leadership Benefits -- Individual Contributor as ERG Leader -- Work Skills -- Time -- Values -- Individual ERG Coaching Sessions -- ERG Leadership Summits -- ERG Leadership Academies -- ERG Leader Competencies -- Effective Decision-Making -- Balancing Leadership Priorities -- Chapter 4 The 4C ModelTM -- A Holistic Approach Toward ERG Excellence -- Key Aspects of the 4C ModelTM -- Using the 4C ModelTM -- Chapter 5 Career Pillar -- Turning ERGs into a Talent Engine -- Professional Development -- Talent Pipeline -- Chapter 6 Community Pillar -- Collaboration and External Outreach -- External Outreach and Focus -- Collaboration Is Key -- Chapter 7 Culture Pillar -- Building a Culture of Excellence and Belonging -- Belonging -- Systems -- Measurement Strategy -- High-Performing Leadership Teams -- Consistent Operating Rhythm -- Organization Structure -- Chapter 8 Commerce Pillar No Longer an Underutilized Business Asset -- Organizational Alignment -- Executive Sponsors -- Existing Clients -- Incremental Revenue -- Business Effectiveness -- Chapter 9 ERG Analytics -- Data‐Driven Insights -- Normative Database Mining -- ERG Leadership Roles Need to Be Highly Desired -- Appoint Your ERG Leaders to Top Grade the Role -- ERGs Are an Underutilized Asset -- Professional Development Across the Career Continuum Is Lacking -- ERGs Are Not Benchmarking Adequately -- Not All Business Units Value ERGs -- Career and Commerce Are Key -- Chapter 10 ERG Metrics‐That‐Matter -- Measuring ERG Impact and Excellence -- Key Measurement Principles -- ERG Metrics‐That‐Matter -- Chapter 11 High Performers and High Potentials -- ERGs and Talent Management -- ERG Ownership -- ERG Membership -- Leadership Development Mechanisms -- ERG Leader Competencies -- High Performance -- Business Credibility -- Strategic Mindset -- Ability to Develop Others -- Building Effective Teams -- Transitioning to an Appointment Process -- Executive Sponsor Buy-In -- Communicating the Reason for Change -- Alignment with Talent Management -- Chapter 12 Strategic Planning -- Using the Google Maps Approach -- First, Determine ERG Current State -- Next, Establish a Desired Future State -- Finalize Your Strategic Plan -- Chapter 13 Next‐Generation ERGs -- The ERG Excellence Manifesto -- About The Author -- Index -- EULA. |
| ctrlnum | (ZDB-30-PQE)EBC6767877 (ZDB-30-PAD)EBC6767877 (ZDB-89-EBL)EBL6767877 (OCoLC)1276860503 (DE-599)BVBBV048226348 |
| dewey-full | 658.4060973 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4060973 |
| dewey-search | 658.4060973 |
| dewey-sort | 3658.4060973 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV048226348 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-20T19:38:59Z |
| institution | BVB |
| isbn | 9781119813767 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033607078 |
| oclc_num | 1276860503 |
| open_access_boolean | |
| owner | DE-2070s DE-188 |
| owner_facet | DE-2070s DE-188 |
| physical | 1 Online-Ressource (xx, 252 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE_Kauf |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | Wiley |
| record_format | marc |
| spelling | Rodriguez, Robert 1969- Verfasser (DE-588)1246957353 aut Employee resource group excellence grow high performing ERGs to enhance diversity, equality, belonging, and business impact Hoboken, NJ Wiley [2022] ©2022 1 Online-Ressource (xx, 252 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Cover -- Title Page -- Copyright -- Contents -- Introduction: The Milli Vanilli Syndrome -- Milli Vanilli -- Chapter 1 Beyond Food, Flag, and Fun -- The Current State of Employee Resource Groups -- The Very Heart of Diversity and Inclusion Efforts -- Employee Resource Group Basics -- Seeing Global ERGs as Simply Overseas Extensions of US Groups -- ERG Trends -- Alignment with Talent Management -- Underutilized Business Assets -- Metrics‐that‐Matter -- Succession Planning -- Skeptical Middle Management -- Narrowing ERG Ambitions -- ERG Leader Development -- Chapter 2 The Seven Deadly Sins -- Derailers That Prevent ERG Excellence -- Seven Deadly ERG Derailers -- 1. Big Picture Derailer -- 2. Pace of Change Derailer -- 3. Self-Serving Derailer -- 4. Rule-Breaking Derailer -- 5. Peers-Managing-Peers Derailer -- 6. Decision-Making Derailer -- 7. Poor-Leadership Derailer -- Chapter 3 Movers and Shakers -- Nurturing the Success of ERG Leaders -- Outline ERG Leadership Benefits -- Individual Contributor as ERG Leader -- Work Skills -- Time -- Values -- Individual ERG Coaching Sessions -- ERG Leadership Summits -- ERG Leadership Academies -- ERG Leader Competencies -- Effective Decision-Making -- Balancing Leadership Priorities -- Chapter 4 The 4C ModelTM -- A Holistic Approach Toward ERG Excellence -- Key Aspects of the 4C ModelTM -- Using the 4C ModelTM -- Chapter 5 Career Pillar -- Turning ERGs into a Talent Engine -- Professional Development -- Talent Pipeline -- Chapter 6 Community Pillar -- Collaboration and External Outreach -- External Outreach and Focus -- Collaboration Is Key -- Chapter 7 Culture Pillar -- Building a Culture of Excellence and Belonging -- Belonging -- Systems -- Measurement Strategy -- High-Performing Leadership Teams -- Consistent Operating Rhythm -- Organization Structure -- Chapter 8 Commerce Pillar No Longer an Underutilized Business Asset -- Organizational Alignment -- Executive Sponsors -- Existing Clients -- Incremental Revenue -- Business Effectiveness -- Chapter 9 ERG Analytics -- Data‐Driven Insights -- Normative Database Mining -- ERG Leadership Roles Need to Be Highly Desired -- Appoint Your ERG Leaders to Top Grade the Role -- ERGs Are an Underutilized Asset -- Professional Development Across the Career Continuum Is Lacking -- ERGs Are Not Benchmarking Adequately -- Not All Business Units Value ERGs -- Career and Commerce Are Key -- Chapter 10 ERG Metrics‐That‐Matter -- Measuring ERG Impact and Excellence -- Key Measurement Principles -- ERG Metrics‐That‐Matter -- Chapter 11 High Performers and High Potentials -- ERGs and Talent Management -- ERG Ownership -- ERG Membership -- Leadership Development Mechanisms -- ERG Leader Competencies -- High Performance -- Business Credibility -- Strategic Mindset -- Ability to Develop Others -- Building Effective Teams -- Transitioning to an Appointment Process -- Executive Sponsor Buy-In -- Communicating the Reason for Change -- Alignment with Talent Management -- Chapter 12 Strategic Planning -- Using the Google Maps Approach -- First, Determine ERG Current State -- Next, Establish a Desired Future State -- Finalize Your Strategic Plan -- Chapter 13 Next‐Generation ERGs -- The ERG Excellence Manifesto -- About The Author -- Index -- EULA. Erscheint auch als Online-Ausgabe, EPUB 9781119813750 Erscheint auch als Druck-Ausgabe Rodriguez, Robert Employee Resource Group Excellence Hoboken, NJ : Wiley, c2022 9781119813743 |
| spellingShingle | Rodriguez, Robert 1969- Employee resource group excellence grow high performing ERGs to enhance diversity, equality, belonging, and business impact Cover -- Title Page -- Copyright -- Contents -- Introduction: The Milli Vanilli Syndrome -- Milli Vanilli -- Chapter 1 Beyond Food, Flag, and Fun -- The Current State of Employee Resource Groups -- The Very Heart of Diversity and Inclusion Efforts -- Employee Resource Group Basics -- Seeing Global ERGs as Simply Overseas Extensions of US Groups -- ERG Trends -- Alignment with Talent Management -- Underutilized Business Assets -- Metrics‐that‐Matter -- Succession Planning -- Skeptical Middle Management -- Narrowing ERG Ambitions -- ERG Leader Development -- Chapter 2 The Seven Deadly Sins -- Derailers That Prevent ERG Excellence -- Seven Deadly ERG Derailers -- 1. Big Picture Derailer -- 2. Pace of Change Derailer -- 3. Self-Serving Derailer -- 4. Rule-Breaking Derailer -- 5. Peers-Managing-Peers Derailer -- 6. Decision-Making Derailer -- 7. Poor-Leadership Derailer -- Chapter 3 Movers and Shakers -- Nurturing the Success of ERG Leaders -- Outline ERG Leadership Benefits -- Individual Contributor as ERG Leader -- Work Skills -- Time -- Values -- Individual ERG Coaching Sessions -- ERG Leadership Summits -- ERG Leadership Academies -- ERG Leader Competencies -- Effective Decision-Making -- Balancing Leadership Priorities -- Chapter 4 The 4C ModelTM -- A Holistic Approach Toward ERG Excellence -- Key Aspects of the 4C ModelTM -- Using the 4C ModelTM -- Chapter 5 Career Pillar -- Turning ERGs into a Talent Engine -- Professional Development -- Talent Pipeline -- Chapter 6 Community Pillar -- Collaboration and External Outreach -- External Outreach and Focus -- Collaboration Is Key -- Chapter 7 Culture Pillar -- Building a Culture of Excellence and Belonging -- Belonging -- Systems -- Measurement Strategy -- High-Performing Leadership Teams -- Consistent Operating Rhythm -- Organization Structure -- Chapter 8 Commerce Pillar No Longer an Underutilized Business Asset -- Organizational Alignment -- Executive Sponsors -- Existing Clients -- Incremental Revenue -- Business Effectiveness -- Chapter 9 ERG Analytics -- Data‐Driven Insights -- Normative Database Mining -- ERG Leadership Roles Need to Be Highly Desired -- Appoint Your ERG Leaders to Top Grade the Role -- ERGs Are an Underutilized Asset -- Professional Development Across the Career Continuum Is Lacking -- ERGs Are Not Benchmarking Adequately -- Not All Business Units Value ERGs -- Career and Commerce Are Key -- Chapter 10 ERG Metrics‐That‐Matter -- Measuring ERG Impact and Excellence -- Key Measurement Principles -- ERG Metrics‐That‐Matter -- Chapter 11 High Performers and High Potentials -- ERGs and Talent Management -- ERG Ownership -- ERG Membership -- Leadership Development Mechanisms -- ERG Leader Competencies -- High Performance -- Business Credibility -- Strategic Mindset -- Ability to Develop Others -- Building Effective Teams -- Transitioning to an Appointment Process -- Executive Sponsor Buy-In -- Communicating the Reason for Change -- Alignment with Talent Management -- Chapter 12 Strategic Planning -- Using the Google Maps Approach -- First, Determine ERG Current State -- Next, Establish a Desired Future State -- Finalize Your Strategic Plan -- Chapter 13 Next‐Generation ERGs -- The ERG Excellence Manifesto -- About The Author -- Index -- EULA. |
| title | Employee resource group excellence grow high performing ERGs to enhance diversity, equality, belonging, and business impact |
| title_auth | Employee resource group excellence grow high performing ERGs to enhance diversity, equality, belonging, and business impact |
| title_exact_search | Employee resource group excellence grow high performing ERGs to enhance diversity, equality, belonging, and business impact |
| title_full | Employee resource group excellence grow high performing ERGs to enhance diversity, equality, belonging, and business impact |
| title_fullStr | Employee resource group excellence grow high performing ERGs to enhance diversity, equality, belonging, and business impact |
| title_full_unstemmed | Employee resource group excellence grow high performing ERGs to enhance diversity, equality, belonging, and business impact |
| title_short | Employee resource group excellence |
| title_sort | employee resource group excellence grow high performing ergs to enhance diversity equality belonging and business impact |
| title_sub | grow high performing ERGs to enhance diversity, equality, belonging, and business impact |
| work_keys_str_mv | AT rodriguezrobert employeeresourcegroupexcellencegrowhighperformingergstoenhancediversityequalitybelongingandbusinessimpact |