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Building a Magnetic Culture: How to Attract and Retain Top Talent to Create an Engaged, Productive Workforce Hardcover – January 9, 2012

4.6 out of 5 stars 22 customer reviews

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Editorial Reviews

About the Author

Kevin Sheridan is Chief Engagement Officer (CEO) and Chief Consultant of HR Solutions, Inc., a Human Capital Management Consulting Firm specializing in Employee Engagement Survey and Exit Survey design, implementation, analysis, and results. Sheridan has extensive experience in the field, having cofounded three successful survey-related organizations.

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Product Details

  • Hardcover: 272 pages
  • Publisher: McGraw-Hill Education; 1 edition (January 9, 2012)
  • Language: English
  • ISBN-10: 0071773991
  • ISBN-13: 978-0071773997
  • Product Dimensions: 6.2 x 0.9 x 9.3 inches
  • Shipping Weight: 1.2 pounds (View shipping rates and policies)
  • Average Customer Review: 4.6 out of 5 stars  See all reviews (22 customer reviews)
  • Amazon Best Sellers Rank: #108,533 in Books (See Top 100 in Books)

Customer Reviews

Top Customer Reviews

By Joanna D. #1 HALL OF FAMETOP 10 REVIEWERVINE VOICE on January 12, 2012
Format: Hardcover
This is a fascinating book--not only ideas for building a corporate culture that attracts top talent, but also a guidebook for working across generations; Traditionalists, Baby Boomers, Gen-X and now, Millennials (1980-1992) all of whom are motivated by different incentives, work with or without constant feedback and supervision, and who have different defining moments in their lives. According to the author, Baby Boomers and Millennials couldn't be more different; Millennials grew up being kept constantly busy by their parents, require more positive feedback, work less to deadlines, and career is just one component of their lives--not the defining component.

Using the ideas in this book, a hiring team can look to attracting and motivating the kind of talent that can create a desirable and productive work environment. This is a refreshing book written during a time when mere survival on a job would seem the most that could be hoped for; this book says "There is talent out there and you can foster and profit from that talent."

At the very least, a must-read for anyone puzzled by managing a generation older or younger than themselves.
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"Building a Magnetic Culture" shares many interesting ideas and lots of supporting data. Throughout, an abundance of useful fodder for leaders to digest and act-on. On the other hand, Building a Magnetic Culture's message seems rather ambiguous not because of the content or its relevant reality but more because of Sheridan's presentation style and some of his apparent hypotheses. Falling somewhere between a scholarly research paper and a silver-bullet `how-to ...', Building a Magnetic Culture, from my perspective, does not capture the essence of what true engagement is or how to craft workplace situations that arouse the deep interest and commitment that are characteristic of engagement. Overall, Sheridan enumerates the cost of entry into basic engagement ... without climbing-up to more deeply engaging hearts and minds to achieve great performance.

In apparently avoiding taking any hard lines on holding either Managers or Employees responsible for creating engagingly productive workplaces, Sheridan presents no innovative solutions. His ample data analyses are not significantly complemented with solution syntheses ... or an increased urgency for making needed changes. While the writing was interesting (for us curious readers), overall, I don't think "Building a Magnetic Culture" will significantly move many managers toward accepting more responsibility for building engaging workplaces or move many employees toward embracing more responsibility for engaging themselves in their (and their organization's) increased success.
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By Bridget on January 24, 2012
Format: Hardcover
A must read for all leaders who manage people. It is very well written and a great "blue print" for building a magnetic culture. Loved the term "voluntold"
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Format: Hardcover
"'Building' is truly what this book is about. I found data, insights and tools I can use to construct a measurable engagement program and I recommend 'Building a Magnetic Culture' as a must read to each of my clients."

"The data presented debunks the view that contributors fall into one of two buckets - those who should be on the bus or those who should not. Armed with new understanding that there are three types of employees: actively engaged, ambivalent, and actively disengaged; and that an amazing 60% of employees fall into ambivalent has dramatically changed how I assess organizations."

"Reading this book took me to a higher level of understanding employee engagement, how to measure it, and how to positively effect it. I, like many Human Resources professionals, focused on measuring employee satisfaction vs. employee engagement. By adjusting my personal lens, I can see much clearer now!"

"The statistics you documented in this book are quite powerful. Out of the 117,868 client engagement scores your team assessed, it speaks volumes to see the correlation between engaged employees and performance, with 80% of engaged employees meeting or exceeding performance goals."

"One of the many tools I will take from this book is the Pearson correlation coefficient model showing the relationship between two variables. This is an excellent tool to meaningfully impact organizational change by deriving actionable insights from large amounts of data."

"The author complements the vast data collected with interesting and illustrative examples that brought clarity and objectivity to important, yet sometimes esoteric, topics such as the difference between managers and leaders."
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Format: Hardcover
When you walk into a place - school, restaurant, office - there is a certain 'vibe' that you can pick up on instantly. It is a product of the culture and the management that is there.

Kevin Sheridan has created a thought provoking, easy reading novel that is straight forward and down to basics. The book offered terrific practical and insightful guidelines. With application, Sheridan's ideas have shown to dramatically change the culture in an organization. There are case studies throughout the book, such as Pepsi, Coors, Waste Management, and Groupon. They demonstrate how to turn the concepts into reality.

In this book, an employee's performance is tied to their level of engagement. There are associates that are very skilled at what they do but overall, their contribution to the business goals is diminished if they are ambivalent or disengaged.

An associate's engagement is a result of their manager and themselves, split evenly. That was an interesting concept. It is not just up to the individual but their manager as well. The most positive associate can be crushed in their engagement if their manager's reaction and treatment towards them is consistently ambivalent or disengaged. Overtime, they will seek another position and your team loses good talent. This prompted some self-reflection to examine my own level of engagement as well as my behavior towards those that I have management responsibility for.

Sheridan reviews the topic of diversity in a variety of aspects. One that I found extremely helpful was generational diversity. He describes the motivations and drivers of four different generations. The factors are based on each generation's collective history and what defined their formative years.
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