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Talent on Demand: Managing Talent in an Age of Uncertainty

Book Description

Executives everywhere acknowledge that finding, retaining, and growing talent counts among their toughest business challenges. Yet to address this concern, many are turning to talent management practices that no longer work--because the environment they were tailored to no longer exists.

In today's uncertain world, managers can't forecast their business needs accurately, never mind their talent needs. An open labor market means inevitable leaks in your talent pipeline. And intensifying competition demands a maniacal focus on costs. Traditional investments in talent management wind up being hugely expensive, especially when employees you've carefully cultivated leave your firm for a rival.

In Talent on Demand, Peter Cappelli examines the talent management problem through a radical new lens. Drawing from state-of-the-art supply chain management and numerous company examples, he presents four new principles for ensuring that your organization has the skills it needs--when it needs them. In this book, you'll discover how to:
· Balance developing talent in-house with buying it on the open market
· Improve the accuracy of your talent-need forecasts
· Maximize returns on your talent investments
· Replicate external job market dynamics by creating an in-house market that links available talent to jobs

Practical and provocative, Talent on Demand gives you the ideas and tools you'll need to match the supply of talent to your demand for it--today and tomorrow.

Table of Contents

  1. Title Page
  2. Copyright Page
  3. Table of Contents
  4. 1 - The Talent Management Problem
    1. How Did the Talent Problem Arise?
    2. A New Way to Think About Talent Management
    3. The Current State of Talent Management
    4. A New Framework for Talent Management
      1. Principle 1: Make and Buy to Manage Demand-Side Risk
      2. Principle 2: Reduce the Uncertainty in Talent Demand
      3. Principle 3: Earn a Return on Investments in Developing Employees
      4. Principle 4: Balance Employee Interests by Using an Internal Market
    5. How to Manage Talent on Demand
  5. PART ONE - Why Traditional Talent Management No Longer Works
    1. 2 - The Rise of Talent Management
      1. The Earliest Days of Talent Management
      2. The Demand for Managers
      3. Corporate Growth and the Need for Executives
      4. From Executive Jobs to Executive Careers
      5. A Different Direction
      6. The General Electric Career Model and the Rise of the Organization Man
      7. A Pause to Refresh Talent Management
      8. A Serious Talent Shortage
      9. Learning from the Armed Forces
      10. Back at GE
      11. 1950s Best-Practice Models
      12. Assessing Potential
      13. Careers and Career Planning
      14. The Legacy of the Organizational Man
    2. 3 - The End of an Era
      1. The Decline of Internal Development at AT&T
      2. The Decline of Internal Development at IBM
      3. Decline in the Traditional Models of Talent Management
      4. How the New Economy Crushed the Organization Man
      5. Evidence of the Collapse
      6. Consequences for Talent Management Programs
      7. Talent Management Now
    3. Chapter 3 Appendix - An International Comparison
  6. PART TWO - A New Model of Talent Management
    1. 4 - The Make-Versus-Buy Decision
      1. The Limits of Outside Hiring
      2. The New Problem of Talent Inventory
      3. The Make-or-Buy Choice
      4. Mind the Gap: The Mismatch Problem
      5. Managing Talent Risk with Real Options
    2. 5 - The Problem of Uncertainty in Talent Demand
      1. A Focus on Internal Development
      2. The Forecasting Challenge
      3. Forecasting Talent Needs
      4. From Forecasting to Action
      5. Designing Developmental Programs
    3. Chapter 5 Appendix - Why Traditional Succession Planning No Longer Works
    4. 6 - The Return on Talent Management Investments
      1. The Costs of Internal Development
      2. Lowering the Cost of Development
      3. Maximizing the Value of Internal Development
    5. Chapter 6 Appendix - Development Models from Abroad
      1. Development in India
    6. 7 - Managing an Internal Market to Match Talent to Jobs
      1. The Rise of a Market Model
      2. The Internal Job Board
      3. The Significance of the Internal Job Board Model
      4. Improving the Efficiency of the Internal Market for Talent
    7. 8 - Promises and Challenges of the Talent on Demand Model
      1. Thinking Differently About Talent
      2. Challenges for Talent Management
      3. The Way Forward
  7. Notes
  8. Acknowledgements
  9. Index
  10. About the Author