Talent Compound Interest
Tags
Summary
Editor's review
Who it's for
A good fit for
- Mid- and senior-level managers, especially HR heads and business leaders
- Entrepreneurs and founders focused on organizational development and talent strategy
- Professionals and researchers in human resource management
- Team leaders seeking breakthroughs in team management effectiveness
Not a good fit for
- Operational-level readers looking for quick tips or short-term incentive schemes
- Complete beginners with no grasp of basic HR concepts
Reading tips
- Read the first two chapters first to understand the core logic framework of "talent compound interest"
- Selectively read the case chapters in depth based on actual issues in your company or team
- While reading, consider how to translate the book's models into concrete action plans
About the publisher
Enterprise Management Publishing House focuses on the field of economics and management publishing, with titles spanning common categories such as inspirational growth, management, food, and examinations. Based on the 317 books in the database, representative titles include Dale Carnegie's The Scrolls (Authoritative Collector's Edition), Liu Chengyuan's Lean Thinking: How Lean Is Implemented in China, Zhong Jiyin's series on Boards of Directors and Corporate Governance, Cao Xibo's New Handbook for Public Speaking Training, Zhu Yutong's Thirteen Marketing Strategies for Chinese Brands and Adoption Methods: Solving Eight Major Local Marketing Problems, and Guan Cha by authors such as Xiu Shang, Liao Xinlin, and Li Xiaorui. Its publishing direction covers management theory, corporate governance, and local marketing practice, while extending to personal growth and language training. Its author resources include researchers and practitioners in economics and management. Public information on its publishing features and series system is limited; the above is based only on the book information in the database.
Contents
- 版权信息
- 作者简介
- 推荐语
- 序 得一将胜千军
- 第一章 有“将”来才有将来
- 一 找人上的“萨尔特流大漩涡”
- 二 企业发展速度取决于找对人的速度
- 三 人才是应对不确定性的唯一确定性因素
- 四 找人不是弥补空缺，而是打开能力边界
- 五 用人补短板，而不是学习补短板
- 六 得年轻人者得未来
- 七 杀鸡要用牛刀
- 第二章 破解企业找人之谜
- 一 无人可选是小企业的发展瓶颈
- 二 大企业找人越多，风险越容易被掩盖
- 三 揭秘企业找人难的真相
- 四 企业找人三大难题
- 五 一个公式解决企业找人难题
- 六 破解找人之谜的4D模型
- 第三章 找到人：大海里捞不到针
- 一 找人前先定战术
- 二 在鱼多的地方下网
- 三 抛弃等人上门的方式
- 四 90%的时间主动找人
- 五 用“扫描仪”先找到身边的10名真人才
- 六 把猎头费的三分之一给内部员工
- 七 既要用成名人才，也要找到隐名人才
- 第四章 找对人：学会看硬行为
- 一 面试是“互相说谎”的游戏
- 二 不要仅凭一场面试就做出决策
- 三 不要一见钟情，而要理性权衡
- 四 不要通关制，而要评议制
- 五 拒绝伪人才是对组织不小的贡献
- 六 避免找人的两个极端：随意粗放和谨慎保守
- 七 透过迷雾看到硬行为
- 第五章 找进来：从三顾茅庐到N顾茅庐
- 一 人和企业的关系已发生了根本变化
- 二 从筑巢引凤到因凤筑巢
- 三 不要轻易在N顾茅庐前放弃
- 四 先打动人心，再邀请人
- 五 等他十年又何妨
- 六 入职不是结束，而是融入的起点
- 第六章 要用找将才的方式找将才
- 一 不要用寻常的方式找将才
- 二 找将才要有备而来
- 三 创造未来的能力
- 四 可以有缺点，不能有缺陷
- 五 引进将才的“555”方式
- 六 使用但不拥有
- 第七章 强企先强人，强人必先强找人团队
- 一 不要只怪罪人力资源部
- 二 不要把招聘部定位为后台部门
- 三 把招聘部升级为找人部
- 四 舍得让最强的人负责找人
- 五 勇于超配找人团队
- 六 善于使用外部专业人员
- 七 将有限费用优先投入找人工作
- 第八章 打造找人永动机
- 一 人才长青，基业才能长青
- 二 永远不要停止找人
- 三 让人才留下来，更要让人才流动起来
- 四 打造“将帅如云”的永动机
- 第九章 找人是CEO的首要职责，而非重要职责
- 一 不要任性而为，而要根据角色有为
- 二 不要做驯马师，而要做伯乐
- 三 不要被助手围绕，而要与高手同行
- 四 欲引名将，先成明主
- 第十章 顶级CEO的找人故事
- 一 在人才上投入时间最多的CEO——杰克·韦尔奇
- 二 人才说服大师——史蒂夫·乔布斯
- 三 人才标准抬杆者——杰夫·贝佐斯
- 四 第一性原理找人高手——埃隆·马斯克
- 五 招人机器设计师——拉里·佩奇和谢尔盖·布林
- 附录 关于企业找人方面的数字研究和经典语录
- 主要参考文献
FAQ
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About the author
Currently, public information about Liu Jiufeng is limited: the author is known only for one work, The Compound Interest of Talent, which is classified under management. Judging from the title and category, the book centers on the accumulation and appreciation of talent value and belongs to practical writing in human resource management, focusing on how organizations can, through sustained investment and institutional arrangements, enable talent capabilities to generate long-term benefits that compound and amplify. Given the available materials, the author's background, education, and professional identity cannot be confirmed, nor is it possible to assess the full range of the writing style or the work's actual influence. Readers wishing to understand the author's views may read The Compound Interest of Talent directly and grasp its arguments and supporting evidence from the text itself, rather than forming judgments based on unverified information about the author.
