The Alliance: A Visual Summary
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Transcript of The Alliance: A Visual Summary
![Page 1: The Alliance: A Visual Summary](https://reader033.fdocuments.net/reader033/viewer/2022051318/53ed7daf8d7f721a1e8c083a/html5/thumbnails/1.jpg)
THE
ALLIANCE
H O W T O R E C R U I T, M A N A G E & R E TA I N TA L E N T
I N T H E M O D E R N A G E
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Imagine it’s your first day of work
at a new company.
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Your manager greets you with warm enthusiasm…
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…welcomes you to “the family”...
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…and expresses his hope that you’ll be with the company
for many years to come.
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You, meanwhile, express diehard loyalty to your new employer.
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But then the manager hands you off
to the HR department…
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…where you learn that you are
on a 90-day probation period.
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And after 90 days, you will be an “at will” employee
who can be fired at any time.
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For any reason.
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Or for no reason at all.
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You just experienced the fundamental
!
of modern employment.D I S C O N N E C T
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Companies expect employee loyalty WITHOUT committing job security or professional development.
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Employees say they’re loyal, but LEAVE the moment a better opportunity comes.
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The employer-employee relationship is based on a
!
conversat ion.D I S H O N E S T
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As a result of this dishonesty, employers continually
LOSE VALUABLE PEOPLE.
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Employees fail to fully invest in their current job because
they’re scanning the marketplace for NEW OPPORTUNITIES.
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Managers, meanwhile, are CAUGHT IN THE MIDDLE.
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NO ONE invests in the long-term relationship.
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This is why trust in the business world is NEAR AN ALL-TIME LOW.
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This is why, according to Gallup, 70% OF WORKERS IN AMERICA
are not engaged in their work.
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A business without trust and loyalty is a business without long-term thinking.
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And a business that isn’t investing in tomorrow is a company already in the process of
DYING .
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It’s time to REBUILD the employer-employee relationship.
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Employers, managers, and employees need a new
!
!
where they make promises to each other they can keep.
RELATIONSHIP F R A M E W O R K
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Which is why I coauthored this book.
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My name is Reid Hoffman, and I cofounded
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I’m going to show you what it takes to
RECRUIT, MANAGE, AND RETAIN
amazing people at your company.
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The rules for doing so have changed. Because the WORLD has changed.
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Today, companies can’t afford to offer LIFETIME EMPLOYMENT.
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Your company is not a family.
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Yet, at the same time, companies can’t innovate if everyone acts like a free agent.
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Stop thinking of employees as family or free agents…
THE SOLUTION?
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Start thinking of employees as ALLIES on a TOUR OF DUTY.
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Start thinking of employees as ALLIES on a TOUR OF DUTY.
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Employment should be an ALLIANCE: • a mutually beneficial deal • with explicit terms • between independent players
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Employer and employee develop a relationship based on how they can
ADD VALUE TO EACH OTHER.
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Employees invest in the COMPANY’S SUCCESS.
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The company invests in the EMPLOYEES’
MARKET VALUE.
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The result?
A MUTUALLY BENEFICIAL ALLIANCE instead of a transactional relationship.
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Employer and employee can “risk” committing to each other over the long term to pursue bigger payoffs.
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So, how do you organize an alliance??
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Start thinking of employees as ALLIES on a TOUR OF DUTY.
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The phrase “TOUR OF DUTY” comes from the military, where it refers
to a single deployment.
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Obviously, it’s unwise to run a business exactly like a military unit,
especially in today’s world.
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But military and business tours of duty have one important thing in common…
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A focus on honorably accomplishing A SPECIFIC, FINITE MISSION.
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In business, a TOUR OF DUTY is an ethical commitment
between employer and employee.
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It’s written down and agreed to by employee and manager.
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A tour of duty has a SPECIFIC MISSION with a REALISTIC TIME HORIZON.
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For example, “Ship this product in 18 months.”
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Be sure the tour of duty promises SPECIFIC CAREER BENEFITS for the employee.
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For example, “Over the next 18 months, you will develop excellent negotiation skills.”
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AVOID VAGUE PROMISES to employees like “You’ll get valuable experience.”
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Tours of duty reveal the CENTRAL PARADOX of employment in the networked age…
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Acknowledging that your employees might leave
is how you build the relationship that convinces great people to STAY.
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The tour of duty framework helped me recruit and retain
ALL-STAR TALENT at LinkedIn.
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I believe every employee at a company should be on a tour of duty.
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3So there are three types of tours.
Of course, employees and job roles vary.
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ROTATIONAL
TRANSFORMATIONAL
FOUNDATIONAL
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A ROTATIONAL tour is usually aimed at entry-level employees. For example, 2- to 4-year analyst programs.
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These explicit “on-ramps” transition employees from school to work or from one functional area to another.
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A FOUNDATIONAL tour: people whose lives are fundamentally intertwined with their companies.
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The company deeply informs the employee’s INDIVIDUAL IDENTITY.
And the employee has become part of the company’s INTELLECTUAL
AND EMOTIONAL CORE.
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A TRANSFORMATIONAL tour is personalized and negotiated one-on-one by you and your employee.
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The employee TRANSFORMS his career by enhancing his portfolio of
skills and experiences.
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And the company is TRANSFORMED by the employee accomplishing
a specific mission that improves the business.
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The tour of duty approach relieves the pressure on you and your employees alike because it builds trust incrementally.
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Everyone commits in smaller steps and the relationship deepens as each side proves itself.
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And the finite term of the tour of duty means there’s a SET TIME FRAME for discussing the employee’s career.
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Both sides open about their goals. Both sides open about time horizons.
Honest career conversations.
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HONEST CAREER CONVERSATIONS
are necessary for rebuilding trust and loyalty with employees.
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Now, you may worry that the tour of duty framework might give employees “PERMISSION” TO LEAVE.
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But permission is NOT YOURS
to give or withhold.
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Employees DON’T NEED YOUR PERMISSION to switch companies.
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And if you try to assert that they do, they will simply make the move BEHIND YOUR BACK.
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Want your employees to stick around and DO THEIR BEST WORK?
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Provide a structure for an employee to take on a series of personally MEANINGFUL MISSIONS.
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Tours of duty encourage your employees to build A LONG-TERM CAREER at your company.
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• Should an employee talk to me about other job offers he’s receiving?
• What’s the only way you can retain an entrepreneurial employee?
• How do I align an employee’s values and career aspirations with the company’s?
• Should all employees be welcome to the firm alumni network?
THERE ARE MANY MORE STRATEGIES…
…THAT ARE COVERED IN THE BOOK.
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An argument that we need a new way of doing business. And a blueprint for how to do it.