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Full Description
Your people hold the key to your business success Make Your People Before You Make Your Products is an authoritative guide to the evolution of talent management. Written specifically for HR professionals this book describes how organizations can gain a global competitive edge through better management of talent resources. With a practice-based philosophy, readers will learn more effective talent management strategies for a complex market in which people are often the only competitive advantage. Inclusivity is emphasized, and discussion centres on innovative, dynamic, fluid approaches to talent acquisition, development, and retention.
In today's market environment, talent has moved from audience to community while leadership has shifted from control to empowerment. Traditional, linear approaches to talent management are falling short, and directing resources solely to senior management and HIPOs is no longer a valid strategy. This book provides practical guidance on more modern approaches, helping organizations to:
Attract and retain the best talent by expanding talent resource management
Augment traditional management methods with more dynamic techniques
Develop a talent strategy that recognizes the new diversity of supply and demand
Consider the evolving roles of talent and leadership in a global context
Contextual changes in workplace dynamics necessitate an updated approach for keeping the best people on board and using them to their utmost potential. Talent management is a driving force behind an organization's success, affecting outcomes by every major metric - if the strategy becomes stale, success is no longer sustainable. Make Your People Before You Make Your Products is guide toward developing an organization's greatest asset.
Contents
About the Authors vii
Acknowledgements ix
Foreword xi
Introduction 1
1 The case for talent 11
2 The world as an open market for talented people 27
3 Defining talent 49
4 Removing the 'exclusive' tag 65
5 Developing a global strategy for talent 83
6 The CEO as the 'owner' of the talent strategy 105
7 Coordination and coherence in implementation 123
8 Identifying talent 141
9 Attracting talent at all levels 161
10 Developing the whole workforce 185
11 Managing talent in an age of transparency 211
12 Retaining talent 227
13 Measuring the effectiveness of talent strategy 243
14 Joining up the 'ownership' of talent management 261
Conclusion 277
References 285
Index 297
