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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010221772 | HF5549.5.S38 W44 2009 | Open Access Book | Book | Searching... |
Searching... | 30000010221771 | HF5549.5.S38 W44 2009 | Open Access Book | Book | Searching... |
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Summary
Summary
A fun and creative guide to keeping customers ecstatically happy
Businesses are used to competing for market share, inexpensive labor, and time-to-market, but today's biggest competition among top firms may be the war for top talent. Today's best organizations are reaching across traditional geopolitical and cultural boundaries to attract and retain the best and brightest workers. In The Talent Advantage , authors Weiss and MacKay tap into their long experience as experts in talent recruitment and retainment to explain why today's business leaders must take firm control of the talent hunting process to ensure great hires. Here, they show leaders exactly how to do that.
Author Notes
Alan Weiss, Ph.D., is president of Summit Consulting Group, former vice president of the international training firm Kepner-Tregoe, and a star on the speakers circuit. He is the author of more than 400 articles and ten books, which include Best Laid Plans, Money Talks, Our Emperors Have No Clothes, and Million-Dollar Consulting. Dr. Weiss resides in East Greenwich, Rhode Island.
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Table of Contents
| Acknowledgments | p. xi |
| Introduction | p. xiii |
| About the Authors | p. xv |
| Chapter 1 Why Leaders Must Fight the Battle Human Resources is to Talent Search as Airplane Food is to Fine Dining | p. 1 |
| Strong leaders attract strong people | p. 3 |
| Threatened subordinates sink the ship | p. 8 |
| Staff functions are, well, staff functions | p. 13 |
| Would You be hired by your own HR department today? | p. 17 |
| Chapter 2 The Five Failings of Non-Extraordinary Leaders (and their cures) The Leaders' Dysfunctions Become Everyone's Dysfunctions | p. 21 |
| Priorities: Not making the priority list | p. 23 |
| Assessment: Not knowing it if you tripped over it | p. 27 |
| Exemplar: Setting the wrong example (cognitive dissonance) | p. 30 |
| Connections: Career development divorces succession planning | p. 31 |
| Women: Not understanding male filters | p. 33 |
| Chapter 3 The Three Priorities of the Talent-Seeking Leader How to Accelerate and Simplify the Search for Top People | p. 39 |
| Winning the war for talent: People | p. 42 |
| Strategy development: Involving the right people | p. 45 |
| Strategy execution: Creating a culture of accountability for results | p. 48 |
| Chapter 4 Talent is More Than Pure Performance We're Not Talking About Performing Seals | p. 57 |
| What is talent and why does it matter? | p. 59 |
| The difference between good and outstanding | p. 65 |
| Talent "outs" | p. 68 |
| Assessing your resources: The talent test | p. 70 |
| Chapter 5 The Semi-Renewable Resource You Can Replant Trees, but Talent Doesn't Grow so Easily | p. 75 |
| If talent were readily renewable, every company would be excellent | p. 77 |
| Trees don't move, talent does | p. 84 |
| Talent isn't forever-it can obsolesce | p. 88 |
| The last thing you need is parity | p. 90 |
| Chapter 6 Talent Is Attracted, Not Recruited The Myths of Corporate Recruiting | p. 93 |
| Competing by dollars is silly and expensive | p. 95 |
| Why "most desired" lists don't matter | p. 99 |
| Maximizing application of talent drives up attraction | p. 102 |
| "Shanghaied" sailors eventually mutiny | p. 105 |
| Chapter 7 Competitive Advantage Is All Around You Talent Builds Advantage From the Inside Out | p. 109 |
| Approaching the marketplace from a position of strength | p. 111 |
| The value of a strong bench | p. 114 |
| The power of human and intellectual capital | p. 117 |
| Why talent is often subsumed | p. 119 |
| Chapter 8 The Process of Retaining Talent Attraction is Useless Without Nurturing and Development | p. 123 |
| Nonfinancial incentives and motivators | p. 125 |
| Inclusion | p. 128 |
| The dynamic of skills, experience, knowledge, and behavior | p. 131 |
| Emotional connections | p. 134 |
| Chapter 9 The Aerodynamics of Leadership Creating an Arrow and not a Flying Barn | p. 137 |
| You may be on the horse, but do you know where it's going? | p. 139 |
| Strategy as a daily guide and filter | p. 142 |
| Accepting dissent but not rebellion | p. 145 |
| Micro- and macro-managing | p. 148 |
| Chapter 10 Counterintuitive Development Focusing on Top Talent, not Remedial Help | p. 155 |
| Minimizing dysfunctional human resource investments | p. 157 |
| Recognizing the all-stars | p. 159 |
| Creating accountabilities for development | p. 162 |
| Sharing success and credit | p. 167 |
| Chapter 11 Six Strategies to Win the War for Talent Winning Mere Battles is Insufficient | p. 171 |
| Create a leadership style that is consistent and transparent | p. 173 |
| Create accountabilities for talent creation and retention down the line to attract, retain, and develop talent | p. 176 |
| Marry career development and succession planning | p. 180 |
| Become the leading advocate and avatar for top talent acquisition | p. 184 |
| View talent holistically, embracing life balance | p. 186 |
| Accept nothing less than extraordinary leadership and talent | p. 189 |
| Index | p. 193 |
