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.
Tabla de materias
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
Sobre el autor
PAUL TURNER has held professorial positions at
universities in Birmingham, Cambridge, and Nottingham. Previously,
he served as Vice President of the CIPD, along with numerous other
high-profile global roles. He is the author or co-author of
Meaning at Work: Employee Engagement in Europe (2012),
Talent Management in Europe (2012), Workforce
Planning (2010), among others. Paul’s articles have appeared in
business journals and the international press.
DANNY KALMAN is a Talent Management (TM) professional
with extensive experience in the field. He was TM Director at
Panasonic Corporation until 2013 and during his 20 years with
Panasonic he had both European and Global practical experiences in
developing their talents at all levels of the Company. Danny both
chairs and speaks at conferences on leadership and talent
management around the world. He is an accredited business coach and
runs bespoke leadership and talent management programmes
globally.
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