book

Talent Force: a New Manifesto for the Human Side of Business

by Hank Stringer, Rusty Rueff

January 2006

Intermediate to advanced

224 pages

4h 29m

English

Pearson

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Dedication
The Talent to Move a NationZimbabwe's Displaced Agricultural Talent ForceNew Zealand's Muffled Boom
The Only Constant Is ChangeGenerational ChangeImmigrationOffshoringEmerging Talent MarketsRecruiting-Specific TrendsRecruitment Process Outsourcing (RPO)Measuring TalentThe Demand for a New Approach

Recruiting Models: A Look BackEmerging Recruitment PracticesThe Strategic Integration Point PersonClarian Health's Proactive Talent OrganizationNew Recruiting Tools, Structures, and ProcessesCreating Your Talent PlanAligning with Marketing
Cutting Through the Clutter—The Importance of a Talent BrandWhat Is a Talent Brand?Getting StartedMaking It RealTargeting the EffortUsing Technology to Reach Talent
Forming Technology-Enabled RelationshipsThe “Sticky” Talent Web: Collecting ParticipantsStuck in the Web: Capturing the RelationshipQualifying the CandidateNew Alliances, New Opportunities, New Ways to Add Business Value
Talent MetricsPlanning for Future Talent Gaps at All LevelsSuccession PlanningTurnoverWrong TalentPrivate Planning, Public AccountabilityFree Talent Zones—Using Talent to Drive Economic Development
The Talent Demand CycleTalent Knows: The Information EquationTruth in Advertising Takes On a New MeaningThe Importance of Your Virtual LobbyThe New Interview
The Human TouchpointThe Evangelist CultureSuccession, Development, and Planting the SeedThe First Face to FaceContinuous Improvement: The Key to a Lasting Competitive AdvantageThe Gracious Recruiter
Internet Job Postings Go the Way of Newspaper ClassifiedsPodcasting, VCasts, and FeedsThe Advertising/Marketing Force Meets the Talent ForceThe Television Industry “Gets It”: Just About Everyone WorksTalent PersonalizationThe Force of Change

Content preview from Talent Force: a New Manifesto for the Human Side of Business

FOREWORD

No leader achieves anything of true, lasting value alone. Whatever great things you aim to accomplish, whatever changes you're determined to drive, you need others to make it happen: others working together in teams. Therefore, building great teams ought to be your highest priority.

(That really ought to be self-evident. Sadly, though, I've seen plenty of organizations where it's not. Those organizations fail: nowadays, sooner, rather than later.)

Given their importance, how do you develop great teams? What are the foundational elements central to success?

To begin with, great teams require talented individuals who have the specific skills and know-how to get the job done. They must receive the resources they need: money, people, time, executive ...