Cover image for Talent force : a new manifesto for the human side of business
Title:
Talent force : a new manifesto for the human side of business
Personal Author:
Publication Information:
Upper Saddle River, NJ : Pearson/Prentice Hall, 2006
ISBN:
9780131855236
Added Author:

Available:*

Library
Item Barcode
Call Number
Material Type
Item Category 1
Status
Searching...
30000010125655 HF5549.5.M3 S77 2006 Open Access Book Book
Searching...

On Order

Summary

Summary

Only one thing really differentiates your business from your competitor: your people. Do you have the right talent in the right place at the right time? It's no longer enough to have a 'workforce': you need a high-impact Talent Force.  The authors first identify the massive social, cultural, and economic shifts that are transforming hiring as we know it.  We are a smaller, closer, and more competitive world, as Baby Boomers are retiring in the US, India is flourishing due to outsourcing and educational development, and China is a strong new economic force. Add to that the fact that today's best people have radically new expectations and approaches to work; this book reveals what they want and how to meet those needs while building your business. Learn how to develop and implement a worldclass talent plan that aligns with business objectives, and define metrics to track and optimize success. Discover how candidates are using technology to evaluate new opportunities, benchmark compensation, and create new back-channels of communication about worklife. Maximize these new technologies to grow Talent Force, tap into new sources of competitive intelligence and stay ahead of the pack.

 

Foreword   xi

Acknowledgments   xiii

About the Authors   xv

Preface  xvii

Introduction   xix

 

Chapter 1 :  The Quality Talent Imperative  1

Chapter 2 :  Talent Market Demands  11

Chapter 3 :  Building a Competitive Talent Organization  35

Chapter 4 :  The Cultural Obsession of Work  59

Chapter 5 :  Building a Talent Community  77

Chapter 6 :  Tangible Talent Measurement  93

Chapter 7 :  Talent Goes on Offense  115

Chapter 8 :  Relationship Recruiting (Still) Rules  133

Chapter 9 :  Talent Forces of Tomorrow  151

 

Index   163

 


Author Notes

Hank Stringer

Chief Executive Officer, Q Talent Partners

Hank Stringer has over two decades of experience as a successful high-tech industry recruiter, entrepreneur, and innovator in the use of information technology in the recruitment and employment process. Today, Stringer is CEO of Q Talent Partners, an executive search services and consulting firm based on the philosophies and best practices of this book.

Forecasting a talent shortage in 1996, Stringer applied his energy and experiences to start Hire.com. There, he and a team of entrepreneurs created an early ASP business model, utilizing the Internet to scale and automate interactive recruiting relationships and processes. Under his tenure, Hire.com dramatically changed the way companies recruit, hire, and retain talent. Today, global companies, such as Federal Express, BP, Allianz, Raytheon, and Prudential, have adopted Hire.com's revolutionary approach.

Prior to founding Hire.com, Stringer was president and co-founder of Pedley-Stringer, Inc., a high-tech recruitment firm. Stringer previously served as an internal recruiting consultant for Tandem Computers and Dell Computer, where he was responsible for a number of special recruiting projects in the U.S. and Asia.

Stringer has authored many articles about recruitment and the future of talent management in the workplace, and is an accomplished speaker who has appeared at numerous international industry-leading events.

Stringer holds a B.A. in Journalism and Government Studies from Texas State University and currently serves as President of the Advisory Board for the McCoy School of Business at his alma mater. Hank resides with his wife and kids in the hill country outside Austin, Texas.

Rusty Rueff

Chief Executive Officer, SNOCAP, Inc.

Rusty Rueff joined SNOCAP as their CEO in 2005. SNOCAP is the world's first end-to-end solution for digital licensing and copyright management services, enabling record labels and individual artists to make the full depth of their catalogs available through authorized peer-to-peer networks and online retailers.

Prior to his position at SNOCAP, he was Executive Vice President of Human Resources for Electronic Arts (EA). Joining EA in 1998, he was responsible for global human resources, talent management, corporate services and facilities, corporate communications, and government affairs, reporting to EA's Chairman and CEO. EA is the world's largest, and leading, interactive entertainment software company, with revenues of over $3.5 billion and 6,500 employees. In 2003, Fortune named EA one of the "Top 100 Places to Work For" in the United States.

Prior to joining EA, Rueff held positions with the PepsiCo companies for over 10 years. He concluded his career with PepsiCo as Vice President, International Human Resources.

Prior to his tenure with PepsiCo, Rueff spent two years with the Pratt & Whitney Division of United Technologies. In addition, he spent six years in commercial radio as an on-air personality.

He holds an M.S. degree in Counseling and a B.A. degree in Radio and Television from Purdue University. He was given the honor in 2003 of being named a Distinguished Purdue Alumni. Rueff and his wife are the named benefactors of Purdue's Patti and Rusty Rueff Department of Visual and Performing Arts.

He currently serves on the Corporate Boards of SNOCAP, All Covered, and Sports Potential. He is on the Executive Committee of the Board of Trustees of San Francisco-based American Conservatory Theater (ACT). He is the majority owner of R-Squared Stables, based at Churchill Downs in Louisville, KY., and a member of the Academy of Television Arts & Sciences (ATAS). He and his wife, Patti, reside in Hillsborough, CA.


Excerpts

Excerpts

PREFACE A few years ago, we started talking every Wednesday--two executives, two former recruiters--just talking for an hour, an hour and a half, with no agenda, because we share many of the same values and are passionate about what we do. During these discussions, we kept coming back to the same topics: the changing employment landscape and innovative ways that organizations are responding to build their talent capital. After a while, we decided: Someone needs to go out and say some of these things, because it's time. These ideas are so important that they should be shared with a broader audience. In case you are looking for it, this is not a manual. This is not the book for a person who is looking for a checklist or a recipe or the next initiative to launch on Monday. In the spirit of James C. Collins and Jerry I. Porras's book, Built to Last, we are not attempting to tell you what time it is or make you a time-teller, but instead to give you the raw materials and the tools to build your own clock. What we have tried to do is write an "easy read," a simple book with powerful ideas that provokes your own insights and provides a framework that you can apply to almost any organization. We hope it helps you build relationships with your prospects and talent communities, get ahead of your sourcing needs, avoid the inefficiencies of the traditional "reactive" approach to recruiting and, ultimately, put the right person in the right place at the right time, all the time. Rusty Rueff, Hillsborough, California Hank Stringer, Austin, Texas January 2006 (c) Copyright Pearson Education. All rights reserved. Excerpted from Talent Force: A New Manifesto for the Human Side of Business by Rusty Rueff, Hank Stringer All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

Table of Contents

Forewordp. xi
Acknowledgmentsp. xiii
About the Authorsp. xv
Prefacep. xvii
Introductionp. xix
1 The Quality Talent Imperativep. 1
The Talent to Move a Nationp. 5
Zimbabwe's Displaced Agricultural Talent Forcep. 7
New Zealand's Muffled Boomp. 9
2 Talent Market Demandsp. 11
The Only Constant Is Changep. 12
Generational Changep. 14
Immigrationp. 18
Offshoringp. 23
Emerging Talent Marketsp. 26
Recruiting-Specific Trendsp. 29
Recruitment Process Outsourcing (RPO)p. 29
Measuring Talentp. 30
The Demand for a New Approachp. 33
3 Building a Competitive Talent Organizationp. 35
Recruiting Models: A Look Backp. 37
Emerging Recruitment Practicesp. 38
The Strategic Integration Point Personp. 42
Clarian Health's Proactive Talent Organizationp. 46
New Recruiting Tools, Structures, and Processesp. 48
Creating Your Talent Planp. 53
Aligning with Marketingp. 55
4 The Cultural Obsession of Workp. 59
Cutting Through the Clutter-the Importance of a Talent Brandp. 60
What Is a Talent Brand?p. 63
Getting Startedp. 64
Making It Realp. 67
Targeting the Effortp. 69
Using Technology to Reach Talentp. 74
5 Building a Talent Communityp. 77
Forming Technology-Enabled Relationshipsp. 79
The "Sticky" Talent Web: Collecting Participantsp. 81
Stuck in the Web: Capturing the Relationshipp. 83
Qualifying the Candidatep. 86
New Alliances, New Opportunities, New Ways to Add Business Valuep. 91
6 Tangible Talent Measurementp. 93
Talent Metricsp. 96
Planning for Future Talent Gaps at All Levelsp. 97
Succession Planningp. 102
Turnoverp. 103
Wrong Talentp. 104
Private Planning, Public Accountabilityp. 108
Free Talent Zones-Using Talent to Drive Economic Developmentp. 111
7 Talent Goes on Offensep. 115
The Talent Demand Cyclep. 117
Talent Knows: The Information Equationp. 118
Truth in Advertising Takes On a New Meaningp. 122
The Importance of Your Virtual Lobbyp. 125
The New Interviewp. 128
8 Relationship Recruiting (Still) Rulesp. 133
The Human Touchpointp. 136
The Evangelist Culturep. 139
Succession, Development, and Planting the Seedp. 143
The First Face to Facep. 145
Continuous Improvement: The Key to a Lasting Competitive Advantagep. 147
The Gracious Recruiterp. 149
9 Talent Forces of Tomorrowp. 151
Internet Job Postings Go the Way of Newspaper Classifiedsp. 153
Podcasting, VCasts, and Feedsp. 154
The Advertising/Marketing Force Meets the Talent Forcep. 156
The Television Industry "Gets It": Just About Everyone Worksp. 158
Talent Personalizationp. 159
The Force of Changep. 162
Indexp. 163