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More About This Title Corporate MVPs: Managing Your Company's MostValuable Performers
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Based on in-depth interviews with senior executives and business owners, HR professionals and executive recruitment firms, and with MVPs themselves, Corporate MVPs explores what makes these talented individuals tick, how to develop and cultivate them, what it takes for someone to become an MVP, and the important role of HR in managing this key talent.
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She has held senior HR and management positions at Shell International in London, England, Shell Canada, Ontario Hydro, and Fidelity Investments. She is a Principal of The Convergence Group LLC, consulting and providing executive coaching to senior leaders in the Boston area. She is the author of Re-Inventing HR: Changing Roles to Create the High Performance Organization (Wiley) and Help Wanted: The Complete Guide to Human Resources for Canadian Entrepreneurs (Wiley).
William Roiter, Ed.D., is a Founder and Managing Partner of Executive Performance Group (EPG). 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. His own management experience includes ten years as a managing partner of a professional service firm, three years as Vice President of a publicly-traded company, and three years as Senior VP of a high-technology company.
Bill returned to consultation and coaching in 1996. He provides coaching to senior executives at many Fortune 500 companies, as well as to several start-up and small high-growth companies, and venture capital firms. Bill’s professional training includes a doctoral degree from Boston University and extended post-doctoral training and teaching at Harvard University. He has published two successful multi-media training programs through the Bureau of National Affairs.
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Chapter 1. Your Most Valuable Performers.
Chapter 2. Defining the Value of the MVP.
Chapter 3. Who Are Corporate MVPs? How Do You Define Them?
Chapter 4. Managing the MVP.
Chapter 5. How to Become an MVP.
Chapter 6. Bringing in the MVP from Outside.
Chapter 7. Managing Difficult MVPs.
Chapter 8. The Role of HR in Managing the MVP.
Chapter 9. Summary.
Appendix A: Participating Companies and the People Interviewed.
Appendix B: Your MVP Potential.
Appendix C: Detailed Job and Person Description.
Index.
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"Facing pressure to achieve demanding performance targets with limited resources, today’s CEOs are under the gun. With its compelling stories and proven practices, Corporate MVPs shows managers how to meet these challenges by attracting and motivating top performing people."
—Peter S. Cohan, President, Peter S. Cohan & Associates, and Author of Value Leadership
"This book provides a structured approach to identifying, developing, and retaining the small number of employees the organization literally needs in order to be successful. The material is original, insightful, and practical."
—Courtney Pratt, President and CEO, Stelco Inc.
"The selection and reward of human capital is the single most important responsibility of senior leadership. Corporate MVPs brings a valuable new point of view to identifying, motivating and developing top talent."
—Doron D. Grosman, Chief Financial Officer and VP Strategy, The Trane Company at American Standard
"This book is very insightful and practical. I would recommend it to entrepreneurs, CEOs, and anyone charged with HR responsibilities."
—Robert J. Chalfin C.P.A., Esq., Lecturer in Management, The Wharton School, University of Pennsylvania
