Jacqueline Davies, Jeremy Kourdi

The Truth about Talent (eBook, ePUB)

A guide to building a dynamic workforce, realizing potential and helping leaders succeed

• Format: ePub

Produktbeschreibung

Key themes in the book are: 1. The need to revaluate how people contribute and create value in today's economy - it is about knowledge, innovation and relationships today rather than executive potential tomorrow. 2. Challenging the conventional wisdom that talent refers to a 'special few' rather than the 'vital many'. Perhaps we don't have enough because we keep looking in the wrong places and doing the wrong things? 3. Conditions facing organizations are tough and competitive and markets are turbulent. To withstand this, we need to build talented organizations and talented individuals. 4. Interdependence between people within and across organizations is critical. The way that each individual relies on each other and how talent is realised through social and team ties makes a decisive, defining difference. 5. Individuals control when and who their potential is shared with. The idea that an organization can manage talent and potential is an outdated conceit. 6. The nature of work itself matters hugely. The extent to which it is stimulating and engaging - and how people can make the connection with what they do and the wider difference it makes - is vital. 7. The way talent is generated is affected by the whole 'ecology' of an organization - its sense of purpose, rituals, the behaviour of its leaders, how it hires and how it fires people all influence the way talent is generated.

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Produktdetails

• Verlag: John Wiley & Sons
• Seitenzahl: 272
• Erscheinungstermin: 25. September 2010
• Englisch
• ISBN-13: 9780470662373
• Artikelnr.: 37298768

Autorenporträt

Jacqueline Davies is a respected HR leader with 18 years' experience in strategic human resource management. She has led the global talent agendas in two FTSE top 10 companies and driven executive integration programmes for two of the largest acquisitions in corporate history. Jacqueline is a recognised thought leader in how companies can deploy talent strategies to achieve commercial advantage. Jacqueline is a non-executive director of two charities and has recently been appointed to the Advisory Board on Leadership Ethics at the Bristol Business School. She can be contacted at [e-mail]. Jeremy Kourdi is a writer and executive coach. His experience includes commercial leadership, writing and coaching expertise gained with leading brands. During his career he has worked in Europe, North America and the Middle East with a range of organizations including HSBC, Pearson, London Business School, IMD and he was Senior Vice-President with The Economist Group. For further information visit www.LeadershipExpertise.com.

Inhaltsangabe

Introduction. Recognising the talent 'doom loop'. About our research. Seven
key insights. How this book is organised. We Are All Talent Now. What we
mean by talent. Talent ecology and the truth about talent. The truth about
talent. We are all talent now. Talent is abundant and diverse. The talented
are those who generate value, not merely those who can get to the top.
Potential is discretionary. Growing and engaging talent is at the core of
leadership. HR must reinvent itself to deliver practices for a 'workforce
of one'. Talented people are attracted to talented places. A New Way of
Thinking About Talent. How organizations think about talent. What we mean
by talent. How talent management is changing. A fragmented, fluctuating
supply of labour. From the credit crunch to the capability crunch.
Connected consumption. Where we are today: the problem with current views
of 'talent' in organizations. The belief that the future can be managed:
from succession to scenario planning. The belief that we can spot our
future leaders today (and manage their careers). The march of the 'high
potentials'. Potential for what? Being insightful. Moving beyond the usual
suspects.... The rise of discretionary potential. A more tangible view of
talent. How do you make a difference? Leadership reflections. Talent
Diversity: You Need to Believe it to See It. The link between talent and
diversity. Meritocracy and diversity - sources of talent. Boiled frogs and
Chilean potatoes... why diversity is vital. Diversity - the best way to
future-proof your business and avoid homogeneity. A new war for talent.
Practical actions that will begin making a difference. Leadership
reflections. Strategy - Beginning With the End in Mind. Strategy - the
first priority. Future thinking and scenarios. Why future thinking and
scenarios are valuable. Learning from the past, preparing for the future.
Checklist: using scenario thinking. Developing strategy. The essence of
successful strategies. Checklist: developing your strategy. Implementing
strategy. Communicating strategy. HR strategy at work. Strategic tools for
HR. 1. Devising the right people strategy. 2. Designing and refining the
organization's structure and focus. 3. Influencing and enhancing the
culture and environment. 4. Developing future leaders. 5. Understanding
critical capabilities. 6. Managing performance and reward. 7. Involving
people and increasing satisfaction. 8. Learning and managing knowledge. 9.
Staying focused, flexible and managing HR services. Leadership reflections.
Hire and Wire: Developing Your Organization's Talent Ecology. Finding and
nurturing talent. Managing the talent ecology. The impact of the external
market. The pivotal link with strategy. Talent - a valuable Trojan horse.
Talent loves talented company The forgotten role of structure. From
structure chart to social capital. The importance of networks. The nature
of talented teams. Adopting new habits. How culture can make or break a
talent strategy. Digging big holes. The revenge of the bell curve. Cultures
that attract talent. Developing the talent ecology Aiming for a 'fly wheel'
effect. Leadership reflections. Getting Personal: The Workforce of One.
Bringing your talents to work. Life just got personal - the trend to mass
customization. The rise of the employer brand. The value of segmentation.
Understanding memetics. Segmenting talent. Techniques for rating
performance. Using employee data. Getting beneath the Employee Value
Proposition. Leadership reflections. Engaging With Talent. Employee
engagement: what it is and why it matters. The benefits of engagement. What
affects employee engagement? Three-factor theory. Checklist: connecting
employee enthusiasm with business success. The rule of 150: Gore
Associates. Sears and the service-profit chain. Creating a climate for
engagement. Understanding what doesn't work. Getting people engaged.
Questions to help build engagement. The Meaning of Work. The importance of
meaningful work. People - more than 'human resources'. Making work more
meaningful. Leadership reflections. Twenty-First Century Leadership. The
challenges of 21st century leadership. Globalisation, interconnectedness
and interdependence. Increasing complexity. The challenge of growth. The
need for innovation. Changing attitudes, rising expectations. Organizations
are changing. Knowledge matters. A better way to develop leaders. The
business case. People are the answer (specifically, their head, heart and
guts). A systemic, integrated approach. Developing and Leading Talented
People. Leading with your heart. Balance the needs of individuals and the
business. Know yourself and connect emotionally to others. Stay self-aware.
Develop empathy. Remain in control. Understand how your behaviour affects
others. Use different styles of working. Develop emotional intelligence
(EQ). Inspire trust. Use visioning to increase collaboration and
understanding. Develop creativity and innovation. Build a diverse team and
empathic approach. Using intellect, intelligence and insight. Rethinking.
Reframing. Focusing on results and getting things done. Developing and
articulating a point of view. Courageous leadership. Taking risks with
incomplete data. Balancing risk and reward. Acting with unyielding
integrity. Communicating. Understanding your leadership style.
Understanding different leadership styles. Empowering people. Coaching and
developing people. Creating a Talent Flywheel. Appendix: Researching the
Truth About Talent.

Rezensionen

'[The authors] take a robust and critical view of the effectiveness of talent management in large organisations.' (Developing Leaders, October 2010)