Great People Decisions: Why They Matter So Much, Why They Are So Hard, And How You Can Master Them 9780470037263 下载 pdf 电子版 epub 免费 txt 2025

　　An insider's guide to finding the right person for the right

job every time

Great People Decisions is an expert's guide to helping

managers and human resources professionals improve their competence

and success at finding, assessing, attracting, and integrating

great people, whether through external hiring or internal

promotion. Anyone can fill a position; the real trick is to find

the right person to fill that position, do an excellent job, and go

on to achieve the kind of personal and professional success that

helps the organization as well as the individual. Great People

Decisions argues that filling every position with the perfect

person for the job leads to organization-wide success. Executive

search consultant Claudio Fern ndez-Ar oz offers his expert insight

into every aspect of the search for great people from casting a

wide net when searching for candidates (inside and outside of the

organization) to avoiding emotional traps when interviewing

candidates.

Claudio Fern ndez-Ar oz is a partner and member of the global

executive committee of one of the world's largest executive search

firms, Egon Zehnder International. His articles have appeared in

the MIT Sloan Management Review, Global Agenda, and the Harvard

Business Review, for whom he wrote the bestselling "Hiring Without

Firing."　　

Introduction. The make-or-break choice. 

Chapter 1. Great people decisions: a resource for you.

. 

Chapter 2. Great people decisions: a resource for your

organization. 

Chapter 3. Why great people decisions are so hard. 

Chapter 4. Knowing when a change is needed. 

Chapter 5. What to look for. 

Chapter 6. Where to look: inside and out. 

Chapter 7. How to appraise people. 

Chapter 8. How to attract and motivate the best

people. 

Chapter 9. How to integrate the best people. 

Chapter 10. The bigger picture. 

Appendix A. The Value of Investing in People

Decisions. 

Appendix B. Selected Bibliography on Assessment

Methods. 

Notes. 

Acknowledgments. 

Index.

　　Claudio Fernandez Araoz is a partner and member of the global

executive committee in the leading executive search firm Egon

Zehnder International, where he has spent more than twenty years

filling executive positions in major businesses throughout the

world. He holds an MBA from Stanford and has previously worked for

McKinsey & Company. His bestselling articles have been

published in leading business publications, including the Harvard

Business Review and the MIT Sloan Management Review.

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优秀的领导者不仅仅靠。运气 先天因素 后天学习 明确的职业选择。更需要高超的人才决策能力

编辑推荐

　　[The] author has read widely around his subject, and is

familiar with much of the latest thinking concerning the psychology

of business, what motivates people, and how to spot the best

candidates." (Financial Times, Thursday 31st May)

媒体评论

　　Financial Times, Thursday 31st May

　　... author has read widely around his subject, is familiar

with 

　　what motivates people, and how to spot the best

candidates."

　　Financial Times, Thursday 31st May

　　[The] author has read widely around his subject, and is

familiar with much of the latest thinking concerning the psychology

of business, what motivates people, and how to spot the best

candidates."

书籍介绍

在线阅读本书

An insider's guide to finding the right person for the right job every time Great People Decisions is an expert's guide to helping managers and human resources professionals improve their competence and success at finding, assessing, attracting, and integrating great people, whether through external hiring or internal promotion. Anyone can fill a position; the real trick is to find the right person to fill that position, do an excellent job, and go on to achieve the kind of personal and professional success that helps the organization as well as the individual. Great People Decisions argues that filling every position with the perfect person for the job leads to organization-wide success. Executive search consultant Claudio Fern ndez-Ar oz offers his expert insight into every aspect of the search for great people from casting a wide net when searching for candidates (inside and outside of the organization) to avoiding emotional traps when interviewing candidates. Claudio Fern ndez-Ar oz is a partner and member of the global executive committee of one of the world's largest executive search firms, Egon Zehnder International. His articles have appeared in the MIT Sloan Management Review, Global Agenda, and the Harvard Business Review, for whom he wrote the bestselling "Hiring Without Firing."

• 作者：007v 发布时间：2016-06-17 18:10:48

  出问题的时候，果然是空降比较多啊

• 作者：专程路过 发布时间：2015-10-19 20:02:39

  再大的成就也不如欲望真切。

• 作者：莲莲看 发布时间：2021-04-16 11:02:47

  哈哈哈哈哈好神奇，一个仙子和战狼公用一张脸已经很人间奇迹了，没想到内心还是个小公主，

• 作者：Sheryl 发布时间：2015-11-29 23:12:21

  不少招聘的考察角度和技巧。4.5分。

• 作者：细雪 发布时间：2009-03-20 12:24:51

  最爱千金贴 @2009-03-20 12:24:51

• 作者：大甜甜~~ 发布时间：2009-04-19 16:03:41

  伟哉梁任公！

• 为了成为CEO

  作者：迦得 发布时间：2022-04-28 15:44:59

  我是在旅行中读完这本书的，从上海到西安，从西安银川，然后又到上海。

  整个行程的空余时间都在看这本书，那时想成为一家上市公司CEO，先看看HR对CEO的要求。

  时过境迁，依旧不是什么CEO，甚至都失业在家半年了，成为上市公司CEO的要求也渐渐的下降到找到一个工作，能养活自己再说。

  这些年看了很多治理公司的书籍，甚至在脑海里都有一整套把公司干成独角兽的方法，可是谁会把公司给我管理呢，书上学到的东西一件都没有用上。

  原来CEO是做出来的，不是学出来的。

• 猎头视角的人才管理

  作者：任苗 发布时间：2016-02-04 18:27:32

  优秀的猎头是一群嗅觉灵敏、直取猎物的人，作者的精神气质也是活脱脱跃然纸上。

  书中引用了大量管理学者的研究结论，有很多比较有意思，摘抄如下：

  1、职业成功的四大影响因素是：先天遗传、后天学习、职业选择、人才决策

  2、组织管理的本质，就是对人才的管理

  3、发展人际关系的判断力是自我蜕变的基本前提

  4、200多种管理实务中只有极小一部分是真正对企业绩效有影响的。有一个“4+2”公式，有4中管理实务必不可少：战略、执行、企业文化和组织架构。另外4种管理实务中至少应实行2中，分别是人才管理、领导力与公司治理、创新、兼并与建立伙伴关系。

  5、领导者效力占到企业绩效差异的40%。

  6、在兼并与收购的案例中只有31%的执行官的任命时成功的；当人事调整的目标是为了促进企业文化和战略变革或开创新业务时，成功率也仅为50%。在这两种情况下，内部候选人比外部候选人有着更高的成功率。

  对于战略性人才管理，个人认为把握人才决策的时机是一个关键点。不同的商业环境，有不同的应对策略，需要不同能力组合的人才。

  1、开创新业务，挑战：关于技术、行业规范、消费者和供应商的知识的缺乏；而这些知识对于初创企业来说具有很高的价值，如果组织内部没有这样的人才，就需要到外部去搜寻；如果新业务的成功开发需要有效地处理公司政治和人际关系，而这些事务恰恰是内部候选人更擅长的，那就优先内部人选；特别需要考虑到初创项目的潜力，不能安排资质有限的人来负责；

  2、兼并与收购，挑战：二选一的现象的挑战，通过专业独立的评估程序，决定谁去谁留；人事变动的挑战，玩弄权术、拉帮结派、讨价还价等；平衡不同的股东的诉求；统一语言、统一标准、统一文化；

  3、制定并执行新战略，需要在所有的层面上安排合适的领导者。挑战：不同的战略需要不同的领导者，当你改变战略之后，也必须更换领导者；处于快速增长期具有良好竞争力的明星业务，需要CEO善于分析竞争态势，从市场获取信息并快速做出反应；在初创阶段，领导者对于新创业务要有清晰的规划和远见，需要技术和市场营销方面的专家，并拥有组建管理团队的能力；衰退阶段，要求领导者能够减少损失，能够削减成本而不影响留守员工的士气；

  4、处理绩效问题：前任领导者由于糟糕的绩效表现被免职的情况下，雇佣外部人士可以显著改善企业的表现；但是在自然继任的情况下，最好的策略时挑选内部人士继任。

  5、应对增长和成功

  6、

  前瞻性地应对未来的挑战

  从哪些方面考察人才？本书也给出了很有意思的理论研究与实践的结论：

  1、在选择一位高管时，如果只能考察两种特征，最好的组合是经验和情商；

  2、对于高管来说，高情商可以弥补经验的不足。情商+智商的组合与经验+智商的组合对于领导者的成功起到几乎同样的效果。

  3、如果没有高情商，相关经验和高智商的传统组织更有可能造就失败而不是成功的管理者；

  4、以上前提是，高管基本上智商够了门槛条件。

  高管的成功起步，也是一个非常重要的关注点。

  本书提出公司可以做的支持融入进程的几件事情：将融合工作尽可能前置；为新人的融入做好细致的准备；定期密切跟踪整个过程。候选人也必须为自己成功融入进程负责：确定有力的支持者；意识到融入进程比想象的要难；主动要求组织提供其所需要的支持；集中精力于少数关键领域；适当地调整双方的期望值；建立和巩固管理团队；和利益相关者多一些面对面的沟通。