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This sounds like a classic case of sour grapes, where Zingheim and Schuster are upset that worklife programs are getting more attention than their programs, like skill-based pay.

They should use occasions like these to examine their ideas to see why they aren't having more impact in the real world. I have read their books (not this one) and found that they have little in the way of insightful ideas that make a difference.

Did you get any breakthrough ideas from their latest?

AB - No, no breakthrough ideas and, in truth, very little in the way of helpful, practical information. This is the first of their books that I have read and I have to admit that I came away more than a little disappointed.

Yet, I thought that their concept of "best high-performance place to work" had real merit, at least in the way that I look at it - that it is about a mutual, value-creating relationship that features real truth and transparency. That's the reason I featured that particular excerpt (and largely ignored the rest of the book).

Thanks, as always, for your comments!

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About The Author

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    Compensation consultant Ann Bares is the Managing Partner of Altura Consulting Group. Ann has more than 20 years of experience consulting with organizations in the areas of compensation and performance management.

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