This article relates how the HR team at Juniper Networks answered top management's call for a renewed focus on values and culture as a differentiator. Early on it launched a program of "trio tours" in which senior executives met with local talent at various company locations to discuss Juniper's culture. One young engineer in Bangalore pointed out that the company's forced performance rankings were demoralizing and clashed with Juniper's espoused values of authenticity and trust. Neuroscience research soon echoed that view, and in 2011 Juniper became one of the first global companies to abolish forced rankings. Developing a reputation as an innovative HR organization requires walking a fine line, the authors write. Big new ideas often arise from popular talks and articles; if you embrace too many of those, or apply them too superficially, you'll develop a reputation for fad surfing. Dig beneath the surface to the fundamental scientific research and insights, and you can set the stage for profound effect. Juniper's approach--getting the big picture, seizing on insights, applying them wisely, and ensuring their impact--has enabled this company to move from one-off programs and unconnected experiments to a system that is always evolving in exciting and consistently business-aligned ways.

【書誌情報】

ページ数：8ページ

サイズ：A4

商品番号：HBSP-R1507E

発行日：2015/7/1

登録日：2015/7/15