Average customer rating:
- The War for Talent
- The War For Talent Is About to Begin In Earnest
- A worthwhile read
- Good theory but doesn't work in the real world.
- Good talent also requires good systems
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The War for Talent
Ed Michaels ,
Helen Handfield-Jones , and
Beth Axelrod
Manufacturer: Harvard Business School Press
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ASIN: 1578514592 |
Amazon.com
Talent, as defined by Ed Michaels, Helen Handfield-Jones, and Beth Axelrod, is shorthand for a key employee who possesses "a sharp strategic mind, leadership ability, communications skills, the ability to attract and inspire people, entrepreneurial instincts, functional skills, and the ability to deliver results." It's also, they contend in The War for Talent, an overarching personnel characteristic that companies of all kinds will require throughout their organizations in order to survive the competitive recruiting era that we appear to be entering. Michaels, Handfield-Jones, and Axelrod, authors of a 1997 McKinsey Quarterly article that uncovered a definitive connection between top performers and superior corporate achievement, spent the intervening years studying 13,000 executives in 27 companies to identify the programs and behaviors that help today's foremost firms attract and retain the best kinds of employees. The authors outline five common "imperatives" that they found these companies employed to strengthen their talent pools ("Embrace a Talent Mindset," "Craft a Winning Employee Value Proposition," "Rebuild Your Recruiting Strategy," "Weave Development into Your Organization," and "Differentiate and Affirm Your People") and construct a practical framework for making it happen in your company. --Howard Rothman
Book Description
In 1997, a groundbreaking McKinsey study exposed the "war for talent" as a strategic business challenge and a critical driver of corporate performance. Then, when the dot-com bubble burst and the economy cooled, many assumed the war for talent was over. It's not.
Now the authors of the original study reveal that, because of enduring economic and social forces, the war for talent will persist for the next two decades.
McKinsey & Company consultants Ed Michaels, Helen Handfield-Jones, and Beth Axelrod argue that winning the war for leadership talent is about much more than frenzied recruiting tactics. It's about the timeless principles of attracting, developing, and retaining highly talented managers-applied in bold new ways. And it's about recognizing the strategic importance of human capital because of the enormous value that better talent creates.
Fortified by five years of in-depth research on how companies manage leadership talent-including surveys of 13,000 executives at more than 120 companies and case studies of 27 leading companies-the authors propose a fundamentally new approach to talent management.
They describe how to:
* Create a winning EVP (employee value proposition) that will make your company uniquely attractive to talent
* Move beyond recruiting hype to build a long-term recruiting strategy
* Use job experiences, coaching, and mentoring to cultivate the potential in managers
* Strengthen your talent pool by investing in A players, developing B players, and acting decisively on C players
Central to this approach is a pervasive talent mindset-a deep conviction shared by leaders throughout the company that competitive advantage comes from having better talent at all levels.
Using practical examples from companies such as GE, The Home Depot, PerkinElmer, Amgen, and Enron, the authors outline five imperatives that every leader-from CEO to unit manager-must act on to build a stronger talent pool.
Written by recognized authorities on the topic, this is the definitive strategic guide on how to win the war for talent.
Customer Reviews:
The War for Talent.......2007-07-05
Great book, I recommend it for anyone who is in Human Resource management. It will change the way you think about running your organization.
The War For Talent Is About to Begin In Earnest.......2003-10-23
The War for Talent is a great book for the leaders of an organization to read. Why? They are the ones who can affect the culture of the organization. Most workers, even A Players, do not have the power to drive cultural change.
As a contract recruiter (www.recruiterguy.com), when I go into a company for the first time, I interview the managers and ask them, in their view, "Why would a top performer want to work for this company, in this position, for you?" As the competition for talent begins to gain steam over the next few months, companies who do a better job of addressing the needs of the Gen X'ers will find themselves in the enviable position of attracting the replacements to the Baby Boomers who are retiring or otherwise leaving the workplace. Sure there is still a surplus of workers as a result of the recession. However, companies who do not have a recruitment strategy will soon find themselves spending much more money to attract the best talent.
In The War For Talent, the authors used specific examples of companies who had either a recruiting or attrition problem and then solved it by improving their Employee Value Proposition (EVP). For instance, SunTrust had a problem where they were losing 46% of their branch employees in their Publix supermarket branches in Georgia and 55% of their high performers. The book discusses the steps they took to dramatically lower their attrition rate in a relatively short time.
Unfortunately for the book, it came out just as Enron was spinning into the ground. Therefore, some people have focused more on the Enron EVP and other qualities and possibly not enough on the other companies' qualities. Enron, while it was growing, appealed to a specific group of people who were not afraid to take what now appears to be excessive risks. There are many examples of other companies with other EVP's who have survived and possibly thrived during this recession. They were able to attract and retain the high performers, who generally tend to be more strategic and less tactical than their counterparts.
Just as Brad Smart in his book "Topgrading" focuses on recruiting, developing and mentoring the A Players, the authors of The War For Talent stress the importance of the A players in a company. It is surprising that "The Peter Principle" came out in 1969 and we are still discussing the concept but in different terms.
The War For Talent concepts should be discussed from the boardroom to your hiring managers. Your leaders need to embrace a talent mindset (title of a chapter in the book), develop a winning differentiation for your company, and develop recruiters who have the ability to attract A Players.
Read this book if you want to win "The War For Talent." .........
A worthwhile read.......2003-10-21
Easy reading, entertaining, interesting and informative. Light on details but a very good general overview of the topic.
Conceptually excellent. The value is in how you implement the recommendations - which is where you will find this book wanting.
If you get nothing else out of this book, the quote from Dee Hock (founder of Visa) will make it worth buying:
"Hire and promote first on the basis of integrity; second motivation; third capacity; fourth understanding; fifth knowledge; and last and least, experience.
Without integrity, motivation is dangerous; without motivation, capacity is impotent; without capacity, understanding is limited; without understanding, knowledge is meaningless; without knowledge, experience is blind."
Good theory but doesn't work in the real world........2003-05-08
This book is a good theory and in an ideal world it would all work out that way: the highly talented and highly skilled would get the promotions, good jobs, and plum assisgnments. But unfortunately, more often than not, the pie isn't divided so nicely. There are often other reasons, not work/talent related, that a person gets a promotion or a job. The classic example is the boss' son getting handed a top job in a company, which still happens today. I've also seen too many people get handed promotions who are not A) qualified or B) not college degree, they just happen to know the right people. Also how do you fit Affirmative Action into the equation? AA is not based upon talents, only gender & race. Personally I wish more management would read this book and use the basic idea but it probably won't happen. Companies keep talking about "needing good talent" but they don't walk the walk.
Good talent also requires good systems.......2003-02-25
Based on quantitative surveys, this study identifies that few US companies are good at recruiting, retaining and developing talented people and that excellent performance produces qualitatively and quantitatively superior results. The key cause of success is a mindset among leaders that gives high priority to excellence across all aspects of building talent. The advice provided for achieving excellence with talented individuals is well set out and, not surprisingly, mostly obvious. What needs explanation is why so few leaders give real attention to their stock of talent. The book also tends to assume that talented individuals produce good results, with out looking at the system within which they work.
Average customer rating:
- Not Free SF Reader
- A Talent for War: a good-but-not-great talent for writing
- Great archaeological/historical mystery in hard sci-fi setting
- Good Fast Read
- A damned good read - Ignore the dopey cover and grab it if you like McDevitt's work.
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A Talent For War
Jack McDevitt
Manufacturer: Ace
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ASIN: 0441012175
Release Date: 2004-06-29 |
Customer Reviews:
Not Free SF Reader.......2007-09-03
This is a really, really good novel. A journalist begins to look into the root causes, personalities and propaganda behind a past war.
Humans have fought a war with telepathic aliens, but it was not a united front. A small band led the resistance while others stayed out of the war. An absorbing tale of politics and personality, along with military strategy.
A Talent for War: a good-but-not-great talent for writing.......2007-08-07
Despite the title, this story is a mystery, not a war story, with normal human being Alex Benedict trying to unravel the truth behind the legend of interstellar war hero (hence the title) Christopher Sim. Were the stories about him true, or too good to be true? With the death of his uncle, Alex inherits some clues that lead him hither and yon, meeting up with other mysterious people until the puzzle pieces slowly start to fall into place, but not without great adventure and peril. In the end the mystery is revealed.
Author Jack McDevitt does a pretty good job in writing. He describes the people and places in sufficient detail that forming a mental picture is quite easily done. However, my big beef with this book is two-fold.
First, the pacing for the big storyline is slow. Frankly, when you get the end of the book, you'll wonder whether the "revelation" was worth reading 310 pages. For that kind of length, you'll wish Mr. McDevitt could've had come up with something a little more "meaty" or unusual. (Don't worry, I won't spoil the ending for you.) The great secret was, to me, rather mundane. There were many sections of action and excitement, but they were for supporting plot points, whereas the main storyline doubled back on itself several times dragging things out.
On a side note, points to Mr. McDevitt for using a prologue and epilogue. He used this literary technique quite well setting up what at first appears to be a completely irrelevant scene, and then tying it in with the epilogue.
Second, I generally love books that don't beat you over the head with things, but instead allow you to draw conclusions from separate pieces that you fit together in your mind, resulting in a "wow, now I understand" moment. If anything, the great secret of this book was too esoteric and could've used a little more guidance from the author. Yeah, I figured it out when I was supposed to, but it seemed like there were still several pieces of the puzzle that were missing, or could've been explained better.
In this book you can tell that Mr. McDevitt has the skills to be a great science fiction writer, I just don't think he pulled it off with this particular book.
In general I give this book a "B". You could do far worse with your reading, but there are quite a few books out there that are knock-your- socks-off better. Try Pandora's Star by Peter Hamilton for example.
Great archaeological/historical mystery in hard sci-fi setting.......2007-02-11
The uncle of a dealer of antiquities, Alex Benedict, dies and leaves him his fortune. The uncle was a prominent, if controversial, amateur archaeologist and was working on a project that could have Galactic repercussions. Benedict slowly becomes entangled in his uncle's work after he travels to his uncle's planet to resolve his affairs. Benedict first trys to figure out what his uncle was working on, and subsequently trys to finish the project. This is a hard sci-fi mystery in which the protagonist ultimately attempts to resolve a 200 year old enigma. McDevitt created an intricate, detailed, and believable history surrounding his characters. In fact, the history is so complex that it is sometimes hard to keep track of who did what. One thing that I really liked about this story was that the main character, Alex Benedict, was not some super brilliant, almost superhuman, scientist/soldier/poet/chef/entrepreneur. He has some human imperfections, and associates with many less than perfect people. In fact, he sells archaeological artifacts to private collectors. Almost certainly unethical, if not illegal, in our modern world. This story reminded me of Larry Niven's `Flatlander' stories about Gil `The Arm' Hamilton, although it is superior in my opinion. In spite of the title and cover art, this is definitely not in the `military sci-fi' genre, it is an archaeological mystery in a sci-fi setting. Intelligent, well-written sci-fi, highly recommended.
Good Fast Read.......2007-02-07
Quick and easy way to spend an airplane ride. the author keeps it moving reminiscent of old style space stories. I enjoyed it and have decided to try others by this author.
A damned good read - Ignore the dopey cover and grab it if you like McDevitt's work........2007-01-05
This is not a truly action packed story. A nephew is bequeathed some information in a will and he seeks out man of history and legend. We follow him as he questions history, finds allies and those arrayed against him while rushing headlong to find the truth. Is it about a weapon, a man, or a truth no one needs or really wants to know?
Next time how about a less embarrasing cover!
Book Description
Robert Hargrove shares his secrets as a masterful coach with leaders of all levels: Coaching is about realizing an impossible dream and winning at the great game of business, not just about changing attitudes and behaviors.
This book describes:
- How to find the best talent on earth
- How to create an impossible future and WIN in your business
- How to create a winning game plan
- How business can be the ultimate self-development and growth experience
Book Description
In the second decade of the twentieth century, an idea became all too fashionable among those who feel it is their right to set social trends. Wealthy families took it on as a pet cause, generously bankrolling its research. The New York Times praised it as a wonderful "new science." Scientists, such as the brilliant plant biologist, Luther Burbank, praised it unashamedly. Educators as prominent as Charles Elliot, President of Harvard University, promoted it as a solution to social ills. America's public schools did their part. In the 1920s, almost three-fourths of high school social science textbooks taught its principles. Not to be outdone, judges and physicians called for those principles to be enshrined into law. Congress agree, passing the 1924 immigration law to exclude from American shores the people of Eastern and Southern Europe that the idea branded as inferior. In 1927, the U. S. Supreme Court joined the chorus, ruling by a lopsided vote of 8 to 1 that the sterilization of unwilling men and women was constitutional.
That idea was eugenics and in the English-speaking world it had virtually no critics among the "chattering classes." When he wrote this book, Chesterton stood virtually alone against the intellectual world of his day. Yet to his eternal credit, he showed no sign of being intimidated by the prestige of his foes. On the contrary, he thunders against eugenics, ranking it one of the great evils of modern society. And, in perhaps one of the most chillingly accurate prophecies of the century, he warns that the ideas that eugenics had unleashed were likely to bear bitter fruit in another nation. That nation was Germany, the "very land of scientific culture from which the ideal of a Superman had come." In fact, the very group that Nazism tried to exterminate, Eastern European Jews, and the group it targeted for later extermination, the Slavs, were two of those whose biological unfitness eugenists sought so eagerly to confirm.
What are sometimes called the "excesses" of Nazism drove the open advocacy of eugenics underground. But there's little evidence that the elements of society who once trumpeted the idea have changed their mind. Dr. Alan Guttmacher provides a good example. The fact that he had been Vice-President of the American Eugenics Association was no hindrance to his assuming the Presidency of Planned ParenthoodWorld Population in 1962. And his seedy past did not keep Congress from providing millions of dollars in federal funds to Planned Parenthood. Nor did it stop the Supreme Court from carrying out the central item in Dr. Guttmacher's political agenda‹legalized abortion. Many of those who now admit that eugenics was evil have trouble explaining why so few of its advocates were every exposed and why so many are still honored.
As the title suggests, eugenics is not the only evil that Chesterton blasts. Socialism gets some brilliantly worded broadsides and Chesterton, in complete fairness, does not spare capitalism. He also attacks the scientifically justified regimentation that others call the "health police." The same rationalizations that justified eugenics, he notes, can also be used to deprive a working man of his beer or any man of his pipe. Although it was first published in 1922, there's a startling relevance to what Chesterton had to say about mettlesome bureaucrats who deprive life of its little pleasures and freedoms. His tale about an unfortunate man fired because "his old cherry-briar" "might set the water-works on fire" is priceless.
That tale illustrates Chesterton's brilliant use of humor, a knack his foes were quick to realize. In their review of his book, Birth Control News griped, "His tendency is reactionary, and as he succeeds in making most people laugh, his influence in the wrong direction is considerable. Eugenics Review was even blunter. "The only interest in this book," they said, "is pathological. It is a revelation of the ineptitude to which ignorance and blind prejudice may reduce an intelligent man."
History has been far kinder to Chesterton than to his critics. It's now generally agree that eugenics was born of evolution and the "ignorance and blind prejudice" of social elites. But never forget that Chesterton was the first to say so, condemning what many of his peers praised.
The completely new edition of Chesterton's classic includes almost fifty pages from the writings of Chesterton's opponents. They illustrate just how accurate his attacks on eugenists were. For researchers, it also includes a detailed, 13-page index.
Customer Reviews:
Eugenics.......2007-10-01
Eugenics is a GREAT EVIL. Margaret Sanger, the founder of Planned Parent Hood, was associated with Adolph Hitler. She wanted birth control for only people of color, the poor and the catholics. When the Holocost came up front, they pulled back. But, the philosophy hasn't changed. They are fighting to export abortion to foreign countrys. I really think that we really need to wake up. We have professors that think we should kill babys born with Down's Syndrom and Spina Bifida. This is after they are born. What more do we need to know? Pax
Eugenics and Other Evils : An Argument Against the Scientifically Organized State.......2007-09-10
For a collection of essays written prior to the first World War, Chesterton may have been addressing a modern audience rather than his contemporary one; yet anyone who has read Chesterton could say that regarding any number of his books. True, this book was published after WWI, much of it was written as a response to what Eugenicists were asserting at the time. A note for the editor: have the copy proofread prior to publishing. There are many errors which ought to have been caught before printing. The idea of re-printing the Eugenic articles is a novel idea.
On a final note, much of the eugenic ideal has been absorbed into modern thinking. The hate has been better disguised, but the hateful ideas are well incorporated into the fabric of modern life.
Catholic church was right about eugenics........2006-03-28
I'm a brazilian(unemployed) agronomist.I read this good book free on internet.This is a good book.
When this good book was writen, eugenics was supported by great scholars,famous politics, famous doctors(Dr. Morris Fishbein, the AMA's President), famous americans presidents,etc.
Against all of these stooges, came Gilbert K. Chesterton, a writer catholic man.
After all, Roman Catholic Church and G. K. Chesterton were right about eugenics.
After nazism, eugenics became so ridiculous, that now, eugenics has a new name:Ecology.
Towering ingnorance combined with degenerate wit = true evil.......2006-02-23
This book is a good one in illustrating how a great wit can be beset by such towering and willfully destructive ignorance. The only true evil is ignorance. Chesterton says that eugenics is somehow evil and immoral, but by any objective standard it is just the opposite. There has never been either a logical or cogent argument against eugenics. There are mountains of evidence for the importance and benefit of eugenics in modern science (see Richard Lynn "dysgenics", for one example).
Additionally, eugenics was God's own method for creating and sustaining life on Earth. This is apparent to anyone who can open their eyes to the world around them. This fact of nature can hardly be disputed except by the most willfully ignorant. It is difficult to see the benefits of eugenics if you are ignorant, because it involves the integration and extrapolation of complex ideas over time. This is itself an argument for eugenics. Most ingnorant folk simply live for today, live for pleasure now.... Many unpleasureable things are necessary for the future of life, unfortunately. We have courts and jail systems and these require intellect and fairness for justice to be served. This is also a form of eugenics and quite moral. Evolution is imperfect -- sometimes the otherwise superior are killed by chance occurances in nature, and the errant low-IQ criminal here and there. Ignorance is universally destructive of all the ideals of civilization, science is the destruction of ignorance. Read this book with these things in mind in the spirit of Ripley's Believe it or Not! Believe it or not, people actually think this way against all the facts. Fascinating reading.
The process of selection in evolution can be disconnected by advancing technologies, etc. Unfortunately genetic deterioration is a constant threat which needs to be selected out. The most highly prolific in modern abundant societies are the least beneficial and those with the least vision and intellect. This cannot go on for two many generations without it all crashing down. How is this moral? Since when is destruction and creating a hell on Earth moral? More important than IQ is conscientiousness -- a reliably measureable personality trait -- which is in rapid decline.
We must have concern for genetics in eugenics and ecological concerns for the environment and all for all the other consequences of technologically advanced societies. This is an emergency situation of epic proportions -- the most pressing imperative of the 21st century... read this book to get an idea of the astounding depravity of populist ignorance and its danger to us all and to our childrens future.
The Evils of the Scientifically Managed State........2004-07-10
In the book _Eugenics and Other Evils_, Roman Catholic writer G. K. Chesterton takes on the eugenists and their immoral and unethical program for human breeding. At the time, eugenists (among both the Social Darwinist "Right" and the Socialist Left) proposed various methods for interfering with human breeding to promote a social agenda and impact the human population. One form of eugenics, referred to as "positive eugenics", sought to increase the birthrate of the "fit" (mainly the upper, educated classes) through incentive programs. Another form of eugenics, referred to as "negative eugenics", sought to decrease the birthrate of the "unfit" (mainly the lower classes, the "mentally feeble", and chronically ill populations) through birth control (or even more diabolical means, later on, such as abortion or euthanasia). Chesterton takes on both forms of eugenics as well as the "birth controllers", both of whom planned on limiting the rights of those deemed "mentally feeble" to procreate, and shows through a series of paradoxes exactly how immoral, unethical, and downright mean their program is. Chesterton's condemnations of this program are consistent with his Roman Catholic beliefs and the condemnation of both eugenics and birth control by subsequent popes. It is for this reason that many involved in the birth control movement came to label Chesterton as a "deeply reactionary man" who stood in the way of progress. In his book _The Servile State_, Chesterton's friend and fellow writer Hilaire Belloc notes how society is progressing in a direction towards servility, in which more and more will work for less and less, collectively losing their liberties. Belloc contrasted this state of affairs to the current capitalist state (run according to the principles of competition and greed, amounting to plutocracy) and that state dreamed up by socialist reformers (calling for the elimination of property rights, and thus a complete suppression of liberty), both of which Belloc regarded as immoral and un-Christian. As an alternative, Belloc proposed a "distributivist state" which would allow for mass ownership of private property and the means of production, while curtailing the evils of monopoly capitalism run amok. Like Belloc, Chesterton too advocates a distributivist state, championing property while at the same time pointing to the excesses of monopoly capitalism and plutocracy-oligarchy. In addition, Chesterton notes that while the "servile state" is upon us, so is the "eugenic state" in which the right to marriage and procreation will be limited by the elite controllers within the state. Chesterton points out how diabolical and grossly unfair this situation is, with plenty of recourse to his usual writing style and witticism. As Chesterton notes, within the current state of affairs, those among the lower classes and the poor do not stand a chance, their rights to property being denied them (contrary to the situation that existed within the Middle Ages, where a serf could at least maintain a right to property), and are often imprisoned unfairly or abused by the system. Chesterton sees within the eugenics movement another form of abuse (particularly of the poor and those deemed "feeble minded"). Indeed, much of this book is spent critiquing various legislative actions taken against the so called "feeble minded", which Chesterton shows to be a term without meaning, being used merely as a slur against certain unpopular and not well liked individuals among the lower classes. To explain the rise of eugenics Chesterton examines the social Darwinist views of the capitalist class. As Chesterton notes, many of those in the highest class have swung full spectrum from the Socialist Left to the extreme "Right" as they accumulate wealth and advance plutocracy. In America, robber barons such as Rockefeller notoriously funded the eugenics movement, in an attempt to further his power and as Chesterton cynically notes to provide workers for his business. Indeed, the documented evidence against Rockefeller's involvement in such immoralities is enormous and certainly merits additional study. While many of those who supported eugenics (and especially birth control) consisted of those among the Socialist Left, Chesterton notes that these individuals remain largely dupes to their elite controllers, as well as radical feminists who fail to understand the true virtues of womanhood. Certainly these radical feminists (almost entirely composed of women from the upper classes, coincidentally) do not represent the vast majority of the female race, who are certainly not opposed to motherhood, whether or not they personally desire to become mothers themselves. These sorts of observations of Chesterton would prove especially prescient, especially in light of the events that were to come during the Second World War (as well as the evils of the Soviet state bureaucracy) and the modern day legalization of abortion and proliferation of birth control methods. While eugenists maintain that they are champions of the poor or of the unborn child, as Chesterton shows they are merely evil individuals among the elite classes whose sole interest is limiting the growth of "undesirable" elements within society, or alarmist Malthusians. This essay of Chesterton reveals him as a champion of liberty and individualism against the encroaching influence of a maleficent state, under the control of elite plutocrats, as well as a compassionate individual who truly cares for the human person. The book ends with a series of compiled pieces from various eugenics journals and birth control writers, noting their diabolical features as well as their arrogant criticism of Chesterton and Belloc.
Book Description
Battered by waves of downsizing since the 1980s, talented men and women no longer seek job security from one company. This is the true hallmark of the new economy—not fleeting dot-coms and IPOs, but a fast-moving, free-agent workforce with the flexibility to jolt productivity. Managers, meanwhile, must grab hold of this shifting group of talent and squeeze more work out of them than ever before, particularly in a tight economy. The trouble is, their traditional source of power over employees—the corporate ladder—is dead and gone. Using richly detailed, never-before-published accounts, Bruce Tulgan reveals how America's most influential corporations, including Cisco, Dell, Microsoft, General Motors, J.P. Morgan, and J.C. Penney, are replacing obsolete recruitment and retention efforts with breakthrough solutions. "Tulgan's smart, crisp, light-handed prose makes his radical notions sound downright commonsensical," says Fortune magazine. Those radical ideas are the secret weapon of today's most successful, creative managers.
Customer Reviews:
A must read for today's world of work.......2007-02-23
The book lucidly explains the fundamental shift in employer-employee relationship in the new economy. Bruce Tulgan does an admirable job of showing that managers do not have to just let their talent walk out the door. This book has useful ideas that can save your company a lot of money. It is written in an immensely readable style and has some good humour.
Tulgan argues persuasively that in the new economy, every term of employment, including schedules, training, career paths, location, assignments, co-workers, pay, among others, will best be agreed through a negotiation process, so as to tailor it to the individual needs of the scarce talents, which he explains will enable the organization to retain the talent. Naturally, the most precious talent will have the most negotiating clout. All this entails a novel set of organizing principles for employing highly productive people in the new economy.
Companies are advised to reflect and take note of the kind of work place that Tulgan describes in his book. Unless action is taken timely to recruit and retain talent, then the future prosperity of an organization may be in doubt. As a senior manager in my organisation, the book was a wake-up call and showed me the things I can do right now to make the workplace a place where the best people will want to come to work.
The book is essential reading for both managers and workers. The managers will learn how to build a lean, flexible, high-performance workplace. The worker will be able to understand better the background of some people policies, such as why managers are more accommodating to "talents" demands and how they can adapt their aspirations accordingly.
Still A Valid Analysis, Even In A Flattening Post Dot.Bomb World.......2006-08-13
So we're not in the go-go late 90's early 2000's anymore.
That doesn't change the basic theme of this book.
Even in the recent economy, the power at work is shifting from the employer to the employee, especially when that employee is among the best performers.
The point Tulgan raises is that that this is not a matter of salary, but a matter of *compensation* Employees, especially the best employees, are seeking more and more to craft their own dream job or dream career. If someone doesn't get that with one employer, they are likely to leave for a place where they can come closer to accomplishing that.
What is ideal for one individual is not likely to be ideal for another individual, so Tulgan advocates a negotiation process, where the company and the supervisors, work to figure out what makes a person "tick" and to change the nature of employement to make the work environment fit that as much as possible. This could be flex schedules, work conditions, more/less travel, office location, etc.
However, this is not solely the employee in charge, as, by doing this, the business will keep their best and brightest and most productive employees, instead of losing the valuable training investments. Also, productivity will increase, and the carrot is mightier than the stick in Tulgan view (how strong is the threat of firing when people are more likely to pick up and leave?)
Tulgan also mentions thinking in terms of "work" rather than "jobs" and devotes sections of the book to management by coaching (in a number of respects) rather than "command and control."
While this book was written in 2001, the arguments are even more relevant as the economy has gotten more global, especially for the top performers. While some of the "power" may have shifted back to companies in the workplace for industries subject to outsourcing, giving them a larger worker pool, the top performers have a greater pool of EMPLOYERS. The need to have the top performers is stronger than ever.
Whether you're managing, looking to manage, or just looking at how to deal with managers (and what you CAN and SHOULD ask for as a term of employment) this book will tell you how the workplace will operate in at least the early part of this century.
Change is coming.......2003-09-17
This is a no none sense view of precious talent. Tulgan does an excellent job of showing managers don't have to just let their talent walk out the door. Sometimes the solution to keeping good people is a simple change of schedule of 30 to 60 minutes. This book has good ideas that don't cost money!
Whom to Include?.......2003-03-15
In Good to Great, Jim Collins and his research associates learned that the great companies "...first got the right people on the bus, the wrong people off the bus, and the right people in the right seats -- and then they figured out where to drive it. The old adage 'People are the most important asset' turned out to be wrong. People are not [italics] your most important asset. The right [italics] people are."
The right people share the same values and, together, sustain their organization's commitment to those values. If involved in their organization's recruiting and interviewing process, as they should be, they will help to ensure that the right people will be hired (i.e. allowed on the "bus"). Obviously it is important to get talent and task in proper alignment. It is equally important to keep an organization's values in proper alignment with its objective.
Tulgan's important book is even more relevant and more valuable now than it was when first published about two years ago. As its subtitle correctly indicates, he explains "how to manage and compete in the high-tech, high-speed, knowledge-based, superfluid economy." That is to say, he wrote the book for decision-makers in all organizations (regardless of size or nature) to help them determine HOW to get "the right people on the bus, the wrong people off the bus, and the right people in the right seats"...and then keep them there.
All of the companies which Tulgan discusses (e.g. Johnson & Johnson and J.P. Morgan Chase) demonstrate one of Tulgan's core concepts: "In the new economy, every term of employment -- schedules, location, assignments, coworkers, pay, and more -- will be negotiation, whether you like it or not. The most valuable talent will have the most negotiating power. Every employment relationship will last exactly as long as the terms are agreeable to all parties." There is a new set of organizing principles for employing people in the new economy:
' Talent is the show.
' Staff the work, not the jobs.
' Pay for performance, and nothing else.
' Turn managers into coaches.
' Train for the mission, not for the long haul.
' Create as many career paths as you have people.
Tulgan devotes a separate chapter to each of these principles, explaining with meticulous care how to apply each to his reader's specific business situation. Note how these principles apply to any organization which competes for available talent and then is challenged to keep its best people who, more easily now more than ever before, can leave the "bus" whenever and wherever they wish. This situation is as common among the great companies whom Collins discusses as it is among the local merchants from whom we purchase various products and services.
Extensive research indicates that only one in 28-30 dissatisfied customers ever complains to the provider of the given product or service. All others simply never do business with that provider again...while continuing to express their dissatisfaction to family members, friends, and business associates. More often than not, customer dissatisfaction is the result of an unpleasant personal experience rather than because of a product defect. To extend Collins' metaphor, customers are among the "passengers" and can also get off the "bus" whenever and wherever they wish. Much has been written about the power of BUZZ (i.e. word-of-mouth) and the importance of creating "customer evangelists." From my perspective, winning the "talent war" is essential to winning the competition for customer's repeat business. A careful implementation of the strategies and tactics which Tulgan recommends in this book will help to achieve that ultimate objective.
Otherwise, not having "the right people on the bus...and in the right place," the "bus" will either never reach its destination or in the highly unlikely event that it does so, arrive with few (if any) "passengers" aboard.
SOFTCOVER version of Tulgan's workplace classic.......2002-12-20
Winning the Talent Wars: How to Build a Lean, Flexible, High-Performance Workplace is the recent softcover edition of Tulgan's workplace classic. His workplace philosophy, "Talent is the Show" is applied to all areas of HR: staffing, compensation, coaching-style management, training, and career paths. The only difference between this book and the original hardcover edition, Winning the Talent Wars: How to Manage and Compete in the High-tech, High-speed, Knowledge-based, Superfluid Economy, is a new forward.
Book Description
What is perhaps the biggest problem facing companies looking for new employees? Well, for many its finding the best candidates and winning the competition to convince those candidates that your offer is right for them. How do you become the winner in the war for talent these days? Well, it's not a walk in the park. Hiring the right person and retaining them once you land them is something that needs real thought and action. Now there is an expert that you can have work with you through the process. Carol Hacker, one of the country's leading authorities on employee interviewing, hiring, and retention has created a guide that will make even the best interviewer better at what they do. Remember: you only get one chance to impress the candidate -- just as they have typically only one chance to impress you. Why not be a winner from the very first moment the job interview begins?
Take the guesswork out of interviewing. Build a retention culture within your company. This book offers up some of the best tips and practical suggestions ever found in any book on the subject. Learn how to handle applicants who have resigned from previous jobs or were terminated. Find out how a mentor program within your company could help you retain those key employees who desparately want to hire. Learn the critical role diplomacy plays in your interviewing and negotiations. Become a winner in the war for talent!
Customer Reviews:
to the recycle bin.......2007-07-15
I am not sure where to begin, but, if i were interested in this topic I would not start with this text. I bought this book used - reviewed it in about 15 mintutes - at which time i decided it would be of no value to me nor my HR professional wife - leading me to the decision to drop it into the paper recycle bin. Unlike the other reviews - this is not a marketing message - just an honest appraisal.
Bought it-love it.......2003-05-16
Just bought this book. Found it to be the better of two books with similar titles.
Very Useful.......2003-05-15
What a useful primer for anyone who has responsibility for hiring people. I bought this book, read it and continue to refer back to it. The author has written a book that anyone could benefit from. My wife and I even used it when we hired our nanny. Thank you
Super Book.......2002-07-15
I bought this book about a year ago. It is about worn out which attests to its usefulness. Each of my human resource personnel have a personal copy. They think of it as their Bible and I do to. Thanks for another super book by Carol A. Hacker!
Super Book.......2002-07-15
I bought this book about a year ago. It is about worn out which attests to its usefulness. Each of my human resource personnel have a personal copy. They think of it as their Bible and I do to. Thanks for another super book by this author.
Book Description
Microsoft, McKinsey, and Goldman Sachs will get 100 Résumés for every one that Your Company Receives.
SO WHAT ARE YOU GOING TO DO ABOUT IT?
The recruiting game has changed. It now takes more than simply attending a campus career fair, hosting an information session, and posting job descriptions to draw the best young talent to work for your organization. Companies often make simple mistakes that cost them recruits. They schedule information sessions on exam night.They are unclear about their most attractive features and often highlight the wrong ones.
Recruit or Die provides a powerful, inside look at the entry-level college recruiting game. You don't have to be the biggest and most well known company to scoop up the best and the brightest on campus. Small, young, or even nonprofit companies can also get top graduates—without a Wall Street budget—if they learn the secrets of America's top recruiters. Based on surveys and interviews of more than one thousand students, Recruit or Die provides dozens of anecdotes and case studies to show how successful recruiters work their magic and how unsuccessful recruiters blow it.
Straight from the front lines of elite recruiting, Recruit or Die shows how any company can conquer the campus.
Customer Reviews:
Dead On.......2007-10-01
I was very excited to read this book, and it didn't disappoint. I am a leading edge member of the millenial generation and I work for a college in career services, so this book is quite relevant to me. Resto and co. are very accurate in describing what college students want out of work and how they operate, as well they should be accurate-they also work with students. Their suggestions are pretty good as well-I will be very curious to see if any of the recruiters coming to our campus employ these suggestions!
Recruiting on campus? Read this first!.......2007-09-09
This is an excellent how-to for turning your college recruiting process into an efficient "recruiting machine."
Some of the topics covered include:
- What young recruits value, and what to do about it
- How to spark and retain their interest, even if you're competing with bigger names and wallets
- How to alleviate their biggest doubts and concerns
- The way they talk to their friends, and how to avoid mistakes that cost you big when word gets around
- Numerous case studies that show how every detail counts in getting to that final "yes"
A great book, not just for HR professionals and recruiters, but for anyone who wants to better understand this market.
Highly recommended.
A Must Read for anyone seeking to hire great young talent.......2007-08-29
This book hits the nail on the head in terms of what it now takes to recruit great young talent on college campuses today. The world has changed dramatically since the day when we, the hiring managers, were on campus. This is a critical new guide to success in the campus hiring jungle.
Spot On!.......2007-08-20
I have been a consultant in the field of college recruiting for many years, and, as part of my professional practice, conduct surveys and focus groups with graduating students on behalf of client companies. The findings presented in Recruit or Die absolutely mirror what I've heard from students on an ongoing and consistent basis. It's well-written, a fun read, and a completely accurate reflection of how employers' recruitment practices impact their image among targeted students -- and that, in reality, "campus brand" is shaped by what students tell each other about their experiences -- the good, the bad, and the ridiculous.
Recruit or Die is a life saver.......2007-08-18
When I heard about Recruit or Die, I ordered it immediately. I finished the book in only a couple days. It was an easy and pleasant read. I have been working on developing an online recruiting and job posting business geared towards college students, and reading Recruit or Die has changed the way I define the goals of my business. Moreover, Recruit or Die has supplied me with many new ideas that will help me to further differentiate my product from those of competitors.
The world of recruiting is in a state of flux right now, and nobody seems to really know where it's going. I think a lot of the change is happening first in college recruiting, and Recruit or Die does a great job of not only describing where the industry is now, but where it should be going. This is by far the best HR-related book that I've ever read.
Average customer rating:
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Winning the Talent War: Ensuring Effective Leadership in Healthcare (Management Series) (Management Series (Ann Arbor, Mich.).)
Carson F. Dye
Manufacturer: Health Administration Press
ProductGroup: Book
Binding: Paperback
General
| Business & Investing
| Subjects
| Books
Health Care Delivery
| Administration & Policy
| Medicine
| Subjects
| Books
Hospital Administration
| Administration & Policy
| Medicine
| Subjects
| Books
Health Care Delivery
| Administration & Medicine Economics
| Medical
| Professional & Technical
| Subjects
| Books
Hospital Administration
| Administration & Medicine Economics
| Medical
| Professional & Technical
| Subjects
| Books
ASIN: 1567931790 |
Book Description
Become a masterful coach within your organization! Based on Robert Hargrove's five-step transformational coaching modelâthat has been field-tested by thousands of managers throughout the worldâMasterful Coaching Feedback Tool will empower you to learn what you need to know to become a skilled coach and create a powerful new future for your organization. This comprehensive package includes a workbook and instruments designed to:
- Rate your coaching skills
- Elicit useful feedback from your peers and coworkers
- Create your personalized feedback report
Become a masterful coach and help transform your organization to get the maximum performance from workers, encourage employees to think and work better together, and attract and retain the best talent in your industry. Use the package's dynamic Five-Step Coaching ModeâThe Method
TM to learn to:
- Share ideas and stories of success
- Build powerful partnerships
- Reach for extraordinary results together
- Move forward with doable projects and actions
- Create feedback that stretches, corrects, and builds self-esteem
Become the exceptional coach you were meant to be and watch your business grow!
Customer Reviews:
Masterful Coaching Feedback Tool:.......2007-01-10
This book has helped me to coach myself in a new perspective. It's a quick read with helpful hints. It's been great.
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