Book description
Many companies fall into the trap of spending too much time and money on low performers, while high performers aren't getting the necessary resources, development opportunities, or rewards. In The Differentiated Workforce, the authors expand on their previous books, The HR Scorecard and The Workforce Scorecard, and recommend that you manage your workforce like a portfolio - with disproportionate investments in the jobs that create the most wealth. You'll learn to:
Rise above talent management "best practice" and instead create a differentiated workforce that can't be easily copied by competitors
Differentiate those capabilities in your company that are truly strategic
Identify your wealth-creating "A" positions
Create a new relationship between HR and line managers, and articulate the role each plays in a differentiated workforce strategy
Develop the right measures for your organization
Based on two decades of academic research and experience working with hundreds of executives, The Differentiated Workforce gives you the tools to translate your talent into strategic impact.
Table of contents
- Cover
- Copyright
- Foreword
- Preface and Acknowledgments
- CHAPTER 1: Put Strategy, Not People, First
- CHAPTER 2: Link Strategic Capabilities to Workforce Strategy
- CHAPTER 3: Identify Strategic Positions
- CHAPTER 4: Establish Leadership Accountability for Workforce Success
- CHAPTER 5: Design an HR Architecture for the Differentiated Workforce
- CHAPTER 6: Develop Strategic Workforce Measures
- CHAPTER 7: Make It Happen in Practice
- Notes
- About the Authors
Product information
- Title: The Differentiated Workforce: Translating Talent into Strategic Impact
- Author(s):
- Release date: April 2009
- Publisher(s): Harvard Business Review Press
- ISBN: 9781422104460
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