In most businesses there are a few key people who are responsible for generating the most profitable revenue; for pulling in the biggest box office; for driving the winning season; for developing the new products and services; or for increasing the reputation of the business. These talented people are a company’s MVPs (Most Valuable Players). For HR managers and senior executives who must manage this key talent, Corporate MVPs offers advice on keeping them motivated, productive and happy, and on preventing them from moving to the competition. It is also very useful for potential MVPs looking for ways to increase their value to the organization.
Book Details:
- Author: Margaret Butteriss
- ISBN: 9780470158876
- Year Published: 2004
- Pages: 264
- BISAC: BUS030000, BUSINESS & ECONOMICS/Human Resources & Personnel Management
About the Book and Topic:
In most businesses there are a few key people who are responsible for generating the most profitable revenue; for pulling in the biggest box office; for driving the winning season; for developing the new products and services; or for increasing the reputation of the business. These talented people are a company’s MVPs (Most Valuable Players). For HR managers and senior executives who must manage this key talent, Corporate MVPs offers advice on keeping them motivated, productive and happy, and on preventing them from moving to the competition. It is also very useful for potential MVPs looking for ways to increase their value to the organization.
Focuses on managing the top 5% of your company’s talent–the few key people responsible for the products, revenues, or profits that drive your business. In this post-talent-war economy of little to moderate growth, recruiting, retaining, and managing the Corporate MVPs is more desirable and critical than ever. Provides best practices for managing the top talent that brings most of the value to your business, and the loss of which could have devastating results. Explains how to manage truly talented employees during both good and bad economic and employment times. Comprehensive coverage includes: how to identify the corporate MVPs, employment options in the marketplace for top talent, compensation packages, employment conditions, opportunities for learning and development, succession paths, and appropriate management styles. Includes interviews with corporate MVPs, their managers, and HR professionals. Author support: seminars and workshops; conferences and speaking engagements; articles in professional journals, magazines, and newspapers; consulting and workshops; author e-mail lists.
About the Author
Margaret Butteriss is a highly accomplished organizational effectiveness, leadership development and human resources professional. She has consulted to leading companies in many industries in the US, Canada, and the UK, both internally as a member of the senior management team, and externally as an independent consultant. She has held senior HR and management positions at Shell International in London, England, Shell Canada, and Ontario Hydro, North America’s largest electrical utility. She later ran her own consulting business, with major clients including Nortel, Loblaws (Canada’s largest supermarket chain), Sears Canada, and numerous smaller organizations in the US and Canada. She was a member of the adjunct faculty for Nortel’s Learning Institute for five years. She then became an internal consultant to Fidelity Investments and held the position of Vice President of HR for two of the Fidelity organizations. She is currently consulting and providing executive coaching to senior leaders in the Boston area. Bill Roiter is President of Executive Performance Consultation (EPC). He is a psychologist and businessperson who has been consulting to businesses since 1978. He has provided individual consultation to many senior executives and has assisted organizations as they have implemented both planned and sudden changes. During this time he has started and sold three successful businesses. Bill returned to consultation and coaching in October of 1996. He provides coaching to senior executives at some of Boston’s best-known businesses, as well as to several start-up and small high-growth companies, and venture capital firms. Bill’s professional training includes doctoral work at Boston University and extended post-doctoral training and teaching at Harvard University.