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The Truth about Talent: A guide to building a dynamic workforce, realizing potential and helping leaders succeed

by Jacqueline Davies, Jeremy Kourdi

July 2010

Intermediate to advanced

272 pages

6h 10m

English

Wiley

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Recognizing the talent 'doom loop'About our researchSeven key insightsHow this book is organized
1.1. What we mean by talent1.2. Talent ecology and the truth about talent1.3. The truth about talent1.3.1.1.3.1.1. We are all talent now1.3.1.2. Talent is abundant and diverse1.3.1.3. The talented are those who generate value, not merely those who can get to the top1.3.1.4. Potential is discretionary1.3.1.5. Growing and engaging talent is at the core of leadership1.3.1.6. HR must reinvent itself to deliver practices for a 'workforce of one'1.3.1.7. Talented people are attracted to talented places
2.1. How organizations think about talent2.1.1. What we mean by talent2.2. How talent management is changing2.2.1. A fragmented, fluctuating supply of labour2.2.2. From the credit crunch to the capability crunch2.2.3. Connected consumption2.3. Where we are today: the problem with current views of 'talent' in organizations2.3.1. The belief that the future can be managed: from succession to scenario planning2.3.2. The belief that we can spot our future leaders today (and manage their careers)2.3.3. The march of the 'high potentials'2.3.4. Potential for what?2.3.5. Being insightful2.3.6. Moving beyond the usual suspects ...2.4. The rise of discretionary potential2.4.1. A more tangible view of talent2.4.2. How do you make a difference?2.5. Leadership reflections
3.1. The link between talent and diversity3.1.1. Meritocracy and diversity – sources of talent3.2. Boiled frogs and Chilean potatoes ... why diversity is vital3.2.1. Diversity – the best way to future-proof your business and avoid homogeneity3.3. A new war for talent3.3.1. Practical actions that will begin making a difference3.4. Leadership reflections
4.1. Strategy – the first priority4.2. Future thinking and scenarios4.2.1. Why future thinking and scenarios are valuable4.2.2. Learning from the past, preparing for the future4.2.3. Checklist: using scenario thinking4.3. Developing strategy4.3.1. The essence of successful strategies4.3.2. Checklist: developing your strategy4.4. Implementing strategy4.5. Communicating strategy4.6. HR strategy at work4.7. Strategic tools for HR4.8. Leadership reflections
5.1. Finding and nurturing talent5.2. Managing your talent ecology5.2.1. The impact of the external market5.2.2. The pivotal link with strategy5.2.3. Talent – a valuable Trojan horse5.2.4. Talent loves talented company5.3. The forgotten role of structure5.3.1. From structure chart to social capital5.4. The importance of networks5.5. The nature of talented teams5.5.1. Adopting new habits5.6. How culture can make or break a talent strategy5.6.1. Digging big holes5.6.2. The revenge of the bell curve5.6.3. Cultures that attract talent5.7. Developing the talent ecology5.7.1. Aiming for a 'fly wheel' effect5.8. Leadership reflections
6.1. Bringing your talents to work6.1.1. Life just got personal – the trend to mass customization6.2. The rise of the employer brand6.2.1. The value of segmentation6.2.2. Understanding memetics6.3. Segmenting talent6.3.1. Techniques for rating performance6.3.2. Using employee data6.4. Getting beneath the Employee Value Proposition6.5. Leadership reflections
7.1. Employee engagement: what it is and why it matters7.1.1. The benefits of engagement7.1.2. What affects employee engagement?7.1.3. Rewards7.1.4. The Opportunity7.1.5. The Organization7.1.6. The Employer7.1.7. The Work7.1.8. The People7.2. Three-factor theory7.2.1.7.2.1.1. Equity7.2.1.2. Achievement7.2.1.3. Camaraderie7.2.2. Engagement and the three factors7.2.3. Checklist: connecting employee enthusiasm with business success7.2.4. Assess whether HR is complicit, perhaps unwittingly, in destroying enthusiasm7.2.4.1. Survey employees regularly, using a consistent set of questions across the organization7.2.4.2. Find the areas for intervention – good and bad practice7.2.4.3. Develop teamwork7.2.4.4. Manage and resolve conflicts between individuals7.2.4.5. When poor performance cannot be resolved7.2.4.6. Face up to poor performance and focus on partnership building7.2.4.7. Let shareholders and analysts know the facts7.2.5. The rule of 150: Gore Associates7.3. Sears and the service-profit chain7.4. Creating a climate for engagement7.4.1. Understanding what doesn't work7.4.2. Getting people engaged7.5. Leadership reflections
8.1. The meaning of work8.1.1. The importance of meaningful work8.1.2. People – more than 'human resources'8.1.3. Making work more meaningful8.2. Leadership reflections

9.1. The challenges of 21st century leadership9.1.1. Globalization, interconnectedness and interdependence9.1.2. Increasing complexity9.1.3. The challenge of sustainable growth9.1.4. The need for innovation9.1.5. Changing attitudes, rising expectations9.1.6. Organizations are changing9.1.7. Knowledge matters9.2. A new approach to leadership9.2.1. The business case9.2.2. People are the answer (specifically, their head, heart and guts)9.3. Understanding your leadership style9.3.1. Understanding different leadership styles9.3.2. Taking leadership seriously9.4. Leadership reflections
10.1. Leading with your heart10.1.1. Balance the needs of individuals and the business10.1.2. Know yourself and connect emotionally to others10.1.3. Stay self-aware10.1.4. Develop empathy10.1.5. Remain in control10.1.6. Use different styles of working10.1.7. Develop emotional intelligence (EQ)10.1.8. Inspire trust10.1.9. Use visioning to increase collaboration and understanding10.1.10. Develop creativity and innovation10.1.11. Build a diverse team and empathic approach10.2. Using intellect, intelligence and insight10.2.1. Rethinking10.2.2. Reframing10.2.3. Focusing on results and getting things done10.2.4. Developing and articulating a point of view10.3. Courageous leadership10.3.1. Taking risks with incomplete data10.3.2. Balancing risk and reward10.3.3. Acting with unyielding integrity10.3.4. Communicating10.3.5. Empowering people10.3.6. Coaching and developing talent
See talent in contextSee talent in contextTreat everyone as talentFocus on value creationMake work personalBuild everyone's capabilityTake leadership seriouslyTend your talent ecology

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The Truth about Talent: A guide to building a dynamic workforce, realizing potential and helping leaders succeed

by Jacqueline Davies, Jeremy Kourdi

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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,
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