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

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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

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

Chapter 13 Measuring the effectiveness of talent strategy

Executive summary

An organization-wide understanding of the effectiveness of the investment in people is an essential part of the success of making your people before making your products.
Metrics of talent effectiveness and value added should include tangible benefits and intangible ones. The latter are critical given that the value of intangibles (corporate reputation, intellectual property, patents) in many organizations far outweighs that of the tangible ones (buildings or fixed assets).
In providing such metrics those responsible for talent should consider recent developments on the supply side of information – big data and predictive analytics – as well as on the demand side (i.e. moving from data to information to intelligence to insight).
Data includes: success in filling roles, the supply of sufficient numbers of appropriately skilled employees to meet demand within a given time, turnover rates, employee satisfaction measures, levels of reward-remuneration benchmarked against competitors, total reward package assessed for attractiveness and relevance.
Information includes: the number of employees required for present operational needs and the number of employees forecast over time in line with the organization's strategic direction as interpreted through the strategic workforce plan.
Intelligence includes: how gaps between the demand and supply of labour are going to be filled by both internal initiatives ...

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

by Paul Turner, Danny Kalman

Chapter 13 Measuring the effectiveness of talent strategy

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.