The Talent Advantage
How to Attract and Retain the Best and the Brightest
Published on 19. May 2009
240 pages
978-0-470-49852-1 (ISBN)
Description
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.
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Book
07/2009
1st Edition
Wiley
€24.00
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Persons
Alan Weiss is a consultant, speaker, and bestselling author of Getting Started in Consulting and Million Dollar Consulting. His firm, Summit Consulting Group, Inc., has worked with clients such as Merck, Hewlett-Packard, GE, Mercedes-Benz, State Street Corporation, The Times Mirror Company, the Federal Reserve, The New York Times Company, and over 500 other leading organizations. His blog is www.contrarianconsulting.com.
Dr. Nancy MacKay is President and cofounder of MacKay & Associates Advisors Inc. She coaches and facilitates six CEO networks involving over seventy CEOs. Her clients include Ritchie Bros. Auctioneers, Teekay Corporation, PricewaterhouseCoopers, RBC Royal Bank, TELUS, Methanex, Best Buy, and many other leading organizations. For more information, please visit www.mackayandassociates.ca.
Content
Acknowledgments.
Introduction.
About the Authors.
Chapter 1 Why Leaders Must Fight the Battle.
Human Resources is to Talent Search as Airplane Food is toFine Dining.
Strong leaders attract strong people.
Threatened subordinates sink the ship.
Staff functions are, well, staff functions.
Would YOU be hired by your own HR department today?
Chapter 2 The Five Failings of Non-Extraordinary Leaders (andtheir cures).
The Leaders' Dysfunctions Become Everyone'sDysfunctions.
Priorities: Not making the priority list.
Assessment: Not knowing it if you tripped over it.
Exemplar: Setting the wrong example (cognitive dissonance).
Connections: Career development divorces successionplanning.
Women: Not understanding male filters.
Chapter 3 The Three Priorities of the Talent-SeekingLeader.
How to Accelerate and Simplify the Search for TopPeople.
Winning the war for talent: People.
Strategy development: Involving the right people.
Strategy execution: Creating a culture of accountability forresults.
Chapter 4 Talent is More Than Pure Performance.
We're Not Talking About Performing Seals.
What is talent and why does it matter?
The difference between good and outstanding.
Talent "outs".
Assessing your resources: The talent test.
Chapter 5 The Semi-Renewable Resource.
You Can Replant Trees, but Talent Doesn't Grow soEasily.
If talent were readily renewable, every company would beexcellent.
Trees don't move, talent does.
Talent isn't forever--it can obsolesce.
The last thing you need is parity.
Chapter 6 Talent Is Attracted, Not Recruited.
The Myths of Corporate Recruiting.
Competing by dollars is silly and expensive.
Why "most desired" lists don't matter.
Maximizing application of talent drives up attraction.
"Shanghaied" sailors eventually mutiny.
Chapter 7 Competitive Advantage Is All Around You.
Talent Builds Advantage From the Inside Out.
Approaching the marketplace from a position of strength.
The value of a strong bench.
The power of human and intellectual capital.
Why talent is often subsumed.
Chapter 8 The Process of Retaining Talent.
Attraction is Useless Without Nurturing andDevelopment.
Nonfi nancial incentives and motivators.
Inclusion.
The dynamic of skills, experience, knowledge, and behavior.
Emotional connections.
Chapter 9 The Aerodynamics of Leadership.
Creating an Arrow and not a Flying Barn.
You may be on the horse, but do you know where it'sgoing?
Strategy as a daily guide and filter.
Accepting dissent but not rebellion.
Micro- and macro-managing.
Chapter 10 Counterintuitive Development.
Focusing on Top Talent, not Remedial Help.
Minimizing dysfunctional human resource investments.
Recognizing the all-stars.
Creating accountabilities for development.
Sharing success and credit.
Chapter 11 Six Strategies to Win the War for Talent.
Winning Mere Battles is Insufficient.
Create a leadership style that is consistent andtransparent.
Create accountabilities for talent creation.
and retention down the line to attract, retain, and developtalent.
Marry career development and succession planning.
Become the leading advocate and avatar for top talentacquisition.
View talent holistically, embracing life balance.
Accept nothing less than extraordinary leadership andtalent.
Index.
