![]() These open-ended questions are about you. The other set of questions are Reflection Questions. However, if you find yourself giving a lot of scores of 1 or 2 in response to the Organizational Assessment questions, then your organization probably has some practices in place that do not effectively manage talent. If you tend to agree with a statement, your organization is doing well regarding that practice. You are asked to determine the extent to which your organization employs certain practices. These questions ask about talent practices that are currently in place in your organization. The first set is an Organizational Assessment. If the events of a chapter are unfamiliar, think about what you can do to help your organization avoid some of these pitfalls.Īt the conclusion of each chapter, there are two groups of questions for you to consider. And if they are a hindrance, give some thought as to what you can do to change things. If you feel that some of the practices described in this book are descriptive of your organization, think about whether they are actually helping or hindering. But more than that, I hope you find them useful. I hope you enjoy the stories in this book. To me, Talent Management is a series of practices managers use to maximize the value from an organization’s most valuable asset-talented people. And, most importantly, the Talent Management Principles presented by the story’s protagonist are best practices used by organizations to combat the ineffective and counterproductive talent practices that plague many organizations.Īnd so I prefer to define Talent Management more simply. So even though the setting is fictional, the practices described in the story are very real. At times you might even think the story is based on your own organization (and it’s entirely possible that it is). Many of the practices described here are commonplace. Most of the scenarios are not based on isolated incidents-they are stories that have been repeated time and time again.Īs you read this book, you may find that many of the characters and events seem familiar. Every story related in these pages is based on actual organizational practices that I have witnessed or had described to me. However, all of the events are based on real cases. The setting for the book is a fictional company. This book is intended to help organizations understand how to focus on talent and develop effective talent practices. Those organizations that have successfully developed effective talent management programs and procedures have a distinct competitive advantage. The ability to develop an integrated set of processes has proven to be challenging due to the large and complex nature of our organizations and because most companies have not focused on talent in an organized and integrated manner. The burgeoning field of talent management is intended to help organizations make better decisions about the most effective ways to maximize the value that can be derived from the talented employees it can attract and employ. In Strategy-Driven Talent Management, Rob Silzer and Ben Dowell define talent management as, an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs. While this might be a problem for some organizations, I view this as a tremendous opportunity for those organizations that can effectively manage talent. In short, we are managing organizations in the Talent Age using principles handed down from the Industrial Age. On top of this, many organizations are handcuffed by policies and procedures that have been inherited from the last century (or, in some cases, the century before that). More often, the inattention to talent is because of a lack of understanding of how to truly manage talent to unleash its value. ![]() In a few cases, it might be because they don’t really believe in the value of their talent. However, very few organizations have talent practices that reflect a true belief in the value of people. That paradox is what this book is dedicated to addressing and, I hope, resolving.Įveryone says that people are their most valuable asset and many actually believe it. But although executives at almost all organizations profess that people are their most valuable asset, do all of these organizations actually behave as if it were true? In many cases the answer is no. Like so many CEOs, Perez spouts this cliché without giving it much thought. The line is spoken by Will Perez, the CEO of the fictional company Capital View, which is the setting for this book. The first line of this book sums up its underlying philosophy and provides its raison d’être: People are our most valuable asset. In others, it’s pithy ( Howard Roark laughed.). In some books, the first line is memorable ( It was the best of times, it was the worst of times…). ![]()
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