book

Make Your People Before You Make Your Products: Using Talent Management to Achieve Competitive Advantage in Global Organizations

by Paul Turner, Danny Kalman

November 2014

Beginner

320 pages

7h 6m

English

Wiley

Read now

Unlock full access

About the Authors
Acknowledgements
Foreword
Introduction
There isn't enough talent to satisfy demandNo old attitudes for new timesAn organizational paradoxFrom exclusive to inclusiveWhat does ‘make your people before you make your products’ mean in practice?The structure of the book
Chapter 1: The case for talent
Treat your employees like customersThe classic approach to talent managementExtending the reach beyond the ‘C Suite’Does everyone have talent?Talent 4.0: The new nowCreating a context in which talent can flourishThe unique challenge in global organizationsReleasing the potential of talentA business case for talent: The organizational perspectiveA ‘people’ case for talent: Talent management from the perspective of those defined as ‘talent’Critical success factors for talent management
Chapter 2: The world as an open market for talented people
A worldwide shortage of talentAn organization-wide understandingA complex history of talent managementCompanies become talent factories
Chapter 3: Defining talent
‘Talent is a pivotal resource’. But what do we mean by ‘talent’?Competence, commitment and contributionMcKinsey's perspective over timeTalent in European organizationsThe talent formulaGlobal talent and talent managementTo be inclusive or exclusive is a worldwide debateUnclear definitions: Diluted strategies?Defining talent is like taking a snapshot of a fast-moving carHow to gain a consistent understanding of talent in the organization
Chapter 4: Removing the ‘exclusive’ tag
Moving from current to future stateA cross-boundary matrix for talentAn inclusive/selective approach to talentPositioning talent in a global context: Five degrees of freedomThe talent management transition
Chapter 5: Developing a global strategy for talent
Global influences on talent strategyUnderstanding talent strategy: Building a compelling case for talentCharacteristics of talent strategyTalent strategy at multiple levelsTalent strategy: The alignment of people to businessThe process for developing a talent strategyTalent management: The alignment of business to peopleMoving to inclusive selective: The role of talent specialistTalent strategy: Achieving coherence
Chapter 6: The CEO as the ‘owner’ of the talent strategy
The basic qualities for ‘assured managerial success’A culture of performance and opportunityHow the world's most admired companies manage talented peopleThe talent leadership code

Chapter 7: Coordination and coherence in implementation
Talent management and performanceCreating identifiable advantagesCritical success factors in implementing talent strategyAchieving coherence in application and deliveryPeople management, big data and workforce analytics
Chapter 8: Identifying talent
Identifying talent from outside whilst developing internal potential to the fullTalent identification includes behaviours as well as knowledge and skillsThe talent pool benefits from a culture of innovationBalancing the identification of internal talent with bringing in new facesTalent identification begins with the outputs of the strategic workforce planTalent identification through segmentationThe high potential talent reviewThe leadership assessment processThe succession process in global organizationsCreating talent poolsTalent identification: Using performance review data effectively across international boundaries
Chapter 9: Attracting talent at all levels
Attracting talent: The operational foundationThe employer brandCharacteristics of the employer brandThe employer brand and the corporate brandThe employer brand and organizational valuesThe employee value propositionThe creation of a digital narrative through social mediaAttracting talent: Social organization and supportAttracting talent to specific roles or unitsThe EVP exists along a continuum
Chapter 10: Developing the whole workforce
A new management mentality in global organizationsWhole workforce developmentDevelopment in three dimensionsThe question of generic or technical competencesHedgehogs, foxes and career successThe competences and meta-competences of global leadership or selective rolesCompetences for the whole global workforceCreating a development strategy for global organizationsObjectives: What is the organization trying to achieve through whole workforce development?Key principles of a development strategyDevelopment for selective rolesDevelopment for inclusive rolesThe role of e-learning in whole workforce developmentProcess, coordination and metrics
Chapter 11: Managing talent in an age of transparency
Good management is good talent managementManaging in complex situationsSunao in practice: Panasonic's action-learning teamsPanasonic's implementation of sunao mindSunao as a critical leadership skillA sunao mind when making decisions about talentSunao and the learning organizationDeveloping a sunao mindsetSunao mind and its impact on cross-cultural relationshipsLiving in an age of transparency: Why it is important to have a sunao mind
Chapter 12: Retaining talent
The war for talent will be fought even if you aren't hiringRetention challenges occur across geographies, business sectors and demographic groupsWhy do people leave organizations in the first place?Turning retention information into insightHow do global organizations retain their talented people?A strategy for retention in global organizations
Chapter 13: Measuring the effectiveness of talent strategy
People management and business performanceEvidence of tangible and intangible valueTangible benefits: Measurement of talent management effectiveness: Growing sophistication and complexityThe evolution of HR and talent metricsApproaches to tangible outputs of talent management effectivenessExamples of tangible outcomes of talent management initiativesThe effect on organizational value through increases in the value of intangible assetsFrom data to information to intelligence to insight: The DI3 approachThe talent-balanced scorecard: Developing credibility with the boardInsights for making your people before making your products
Chapter 14: Joining up the ‘ownership’ of talent management
The difference between talent management and people or HR managementDoing the right things, doing things rightTalent management and HR responsibilities for selective rolesTalent management and HR responsibilities for inclusive rolesThe professional attributes of a world-class talent leaderThe personal attributes of the world-class talent leader
Conclusion
A historic shift in the business landscape8 important steps in making your people before making your productsFinally: The question of resource
References
Index
End User License Agreement

Overview

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.

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.

Read now

Unlock full access

More than 5,000 organizations count on O’Reilly

O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.

Julian F.

Head of Cybersecurity

I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.

Addison B.

Field Engineer

I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.

Amir M.

Data Platform Tech Lead

I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.

Mark W.

Embedded Software Engineer

Victory Through Organization: Why the War for Talent is Failing Your Company and What You Can Do about It

Publisher Resources

ISBN: 9781118899618Purchase book

Cloud Computing

Data Engineering

Data Science

AI & ML

Programming Languages

Software Architecture

IT/Ops

Security

Design

Business

Soft Skills