{"product_id":"the-truth-about-talent-isbn-9780470748824","title":"The Truth about Talent","description":"\u003cp\u003e\u003cb\u003eKey themes in the book are:\u003c\/b\u003e  \u003c\/p\u003e\u003cp\u003e\u003cb\u003e1.\u003c\/b\u003e The need to revaluate how people contribute and create value in today's economy – it is about knowledge, innovation and relationships today rather than executive potential tomorrow. \u003c\/p\u003e\u003cp\u003e\u003cb\u003e2.\u003c\/b\u003e Challenging the conventional wisdom that talent refers to a 'special few' rather than the 'vital many'. Perhaps we don't have enough because we keep looking in the wrong places and doing the wrong things? \u003c\/p\u003e\u003cp\u003e\u003cb\u003e3.\u003c\/b\u003e Conditions facing organizations are tough and competitive and markets are turbulent. To withstand this, we need to build talented organizations and talented individuals. \u003c\/p\u003e\u003cp\u003e\u003cb\u003e4.\u003c\/b\u003e Interdependence between people within and across organizations is critical. The way that each individual relies on each other and how talent is realised through social and team ties makes a decisive, defining difference. \u003c\/p\u003e\u003cp\u003e\u003cb\u003e5.\u003c\/b\u003e Individuals control when and who their potential is shared with. The idea that an organization can manage talent and potential is an outdated conceit. \u003c\/p\u003e\u003cp\u003e\u003cb\u003e6.\u003c\/b\u003e The nature of work itself matters hugely. The extent to which it is stimulating and engaging – and how people can make the connection with what they do and the wider difference it makes – is vital. \u003c\/p\u003e\u003cp\u003e\u003cb\u003e7.\u003c\/b\u003e The way talent is generated is affected by the whole 'ecology' of an organization – its sense of purpose, rituals, the behaviour of its leaders, how it hires and how it fires people all influence the way talent is generated. \u003c\/p\u003e\u003cp\u003e\u003cb\u003eIntroduction 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRecognizing the talent ‘doom loop’ 3\u003c\/p\u003e \u003cp\u003eAbout our research 6\u003c\/p\u003e \u003cp\u003eSeven key insights 6\u003c\/p\u003e \u003cp\u003eHow this book is organized 7\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 We Are All Talent Now 13\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat we mean by talent 19\u003c\/p\u003e \u003cp\u003eTalent ecology and the truth about talent 20\u003c\/p\u003e \u003cp\u003eThe truth about talent 24\u003c\/p\u003e \u003cp\u003eWe are all talent now 27\u003c\/p\u003e \u003cp\u003eTalent is abundant and diverse 27\u003c\/p\u003e \u003cp\u003eThe talented are those who generate value, not merely those who can get to the top 27\u003c\/p\u003e \u003cp\u003ePotential is discretionary 27\u003c\/p\u003e \u003cp\u003eGrowing and engaging talent is at the core of leadership 28\u003c\/p\u003e \u003cp\u003eHR must reinvent itself to deliver practices for a ‘workforce of one’ 28\u003c\/p\u003e \u003cp\u003eTalented people are attracted to talented places 28\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 A New Way of Thinking About Talent 31\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHow organizations think about talent 31\u003c\/p\u003e \u003cp\u003eWhat we mean by talent 32\u003c\/p\u003e \u003cp\u003eHow talent management is changing 34\u003c\/p\u003e \u003cp\u003eA fragmented, fluctuating supply of labour 36\u003c\/p\u003e \u003cp\u003eFrom the credit crunch to the capability crunch 37\u003c\/p\u003e \u003cp\u003eConnected consumption 38\u003c\/p\u003e \u003cp\u003eWhere we are today: the problem with current views of ‘talent’ in organizations 39\u003c\/p\u003e \u003cp\u003eThe belief that the future can be managed: from succession to scenario planning 40\u003c\/p\u003e \u003cp\u003eThe belief that we can spot our future leaders today (and manage their careers) 42\u003c\/p\u003e \u003cp\u003eThe march of the ‘high potentials’ 42\u003c\/p\u003e \u003cp\u003ePotential for what? 44\u003c\/p\u003e \u003cp\u003eBeing insightful 45\u003c\/p\u003e \u003cp\u003eMoving beyond the usual suspects ... 47\u003c\/p\u003e \u003cp\u003eThe rise of discretionary potential 49\u003c\/p\u003e \u003cp\u003eA more tangible view of talent 50\u003c\/p\u003e \u003cp\u003eHow do you make a difference? 52\u003c\/p\u003e \u003cp\u003eLeadership reflections 52\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Talent Diversity: You Need to Believe It to See It 55\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe link between talent and diversity 55\u003c\/p\u003e \u003cp\u003eMeritocracy and diversity – sources of talent 56\u003c\/p\u003e \u003cp\u003eBoiled frogs and Chilean potatoes ... why diversity is vital 58\u003c\/p\u003e \u003cp\u003eDiversity – the best way to future-proof your business and avoid homogeneity 60\u003c\/p\u003e \u003cp\u003eA new war for talent 63\u003c\/p\u003e \u003cp\u003ePractical actions that will begin making a difference 64\u003c\/p\u003e \u003cp\u003eLeadership reflections 66\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Strategy – Beginning With the End in Mind 69\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStrategy – the first priority 71\u003c\/p\u003e \u003cp\u003eFuture thinking and scenarios 72\u003c\/p\u003e \u003cp\u003eWhy future thinking and scenarios are valuable 72\u003c\/p\u003e \u003cp\u003eLearning from the past, preparing for the future 76\u003c\/p\u003e \u003cp\u003eChecklist: using scenario thinking 77\u003c\/p\u003e \u003cp\u003eDeveloping strategy 80\u003c\/p\u003e \u003cp\u003eThe essence of successful strategies 80\u003c\/p\u003e \u003cp\u003eChecklist: developing your strategy 82\u003c\/p\u003e \u003cp\u003eImplementing strategy 83\u003c\/p\u003e \u003cp\u003eCommunicating strategy 84\u003c\/p\u003e \u003cp\u003eHR strategy at work 85\u003c\/p\u003e \u003cp\u003eStrategic tools for HR 86\u003c\/p\u003e \u003cp\u003e1. Devising the right people strategy 87\u003c\/p\u003e \u003cp\u003e2. Designing and refining the organization’s structure and focus 87\u003c\/p\u003e \u003cp\u003e3. Influencing and enhancing the culture and environment 87\u003c\/p\u003e \u003cp\u003e4. Developing future leaders 88\u003c\/p\u003e \u003cp\u003e5. Understanding critical capabilities 88\u003c\/p\u003e \u003cp\u003e6. Managing performance and reward 88\u003c\/p\u003e \u003cp\u003e7. Involving people and increasing satisfaction 89\u003c\/p\u003e \u003cp\u003e8. Learning and managing knowledge 89\u003c\/p\u003e \u003cp\u003e9. Staying focused, flexible and managing HR services 89\u003c\/p\u003e \u003cp\u003eLeadership reflections 90\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Hire and Wire: Developing Your Organization’s Talent Ecology 93\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFinding and nurturing talent 93\u003c\/p\u003e \u003cp\u003eManaging your talent ecology 95\u003c\/p\u003e \u003cp\u003eThe impact of the external market 96\u003c\/p\u003e \u003cp\u003eThe pivotal link with strategy 96\u003c\/p\u003e \u003cp\u003eTalent – a valuable Trojan horse 97\u003c\/p\u003e \u003cp\u003eTalent loves talented company 98\u003c\/p\u003e \u003cp\u003eThe forgotten role of structure 100\u003c\/p\u003e \u003cp\u003eFrom structure chart to social capital 101\u003c\/p\u003e \u003cp\u003eThe importance of networks 103\u003c\/p\u003e \u003cp\u003eThe nature of talented teams 104\u003c\/p\u003e \u003cp\u003eAdopting new habits 105\u003c\/p\u003e \u003cp\u003eHow culture can make or break a talent strategy 106\u003c\/p\u003e \u003cp\u003eDigging big holes 107\u003c\/p\u003e \u003cp\u003eThe revenge of the bell curve 109\u003c\/p\u003e \u003cp\u003eCultures that attract talent 110\u003c\/p\u003e \u003cp\u003eDeveloping the talent ecology 113\u003c\/p\u003e \u003cp\u003eAiming for a ‘fly wheel’ effect 114\u003c\/p\u003e \u003cp\u003eLeadership reflections 114\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Getting Personal: The Workforce of One 117\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBringing your talents to work 117\u003c\/p\u003e \u003cp\u003eLife just got personal – the trend to mass customization 118\u003c\/p\u003e \u003cp\u003eThe rise of the employer brand 119\u003c\/p\u003e \u003cp\u003eThe value of segmentation 120\u003c\/p\u003e \u003cp\u003eUnderstanding memetics 122\u003c\/p\u003e \u003cp\u003eSegmenting talent 124\u003c\/p\u003e \u003cp\u003eTechniques for rating performance 124\u003c\/p\u003e \u003cp\u003eUsing employee data 125\u003c\/p\u003e \u003cp\u003eGetting beneath the Employee Value Proposition 126\u003c\/p\u003e \u003cp\u003eLeadership reflections 128\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Engaging With Talent 131\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEmployee engagement: what it is and why it matters 131\u003c\/p\u003e \u003cp\u003eThe benefits of engagement 132\u003c\/p\u003e \u003cp\u003eWhat affects employee engagement? 133\u003c\/p\u003e \u003cp\u003eThree-factor theory 136\u003c\/p\u003e \u003cp\u003eEngagement and the three factors 138\u003c\/p\u003e \u003cp\u003eChecklist: connecting employee enthusiasm with business success 139\u003c\/p\u003e \u003cp\u003eThe rule of 150: Gore Associates 145\u003c\/p\u003e \u003cp\u003eSears and the service-profit chain 147\u003c\/p\u003e \u003cp\u003eCreating a climate for engagement 148\u003c\/p\u003e \u003cp\u003eUnderstanding what doesn’t work 149\u003c\/p\u003e \u003cp\u003eGetting people engaged 149\u003c\/p\u003e \u003cp\u003eLeadership reflections 151\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 The Meaning of Work 155\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe meaning of work 155\u003c\/p\u003e \u003cp\u003eThe importance of meaningful work 159\u003c\/p\u003e \u003cp\u003ePeople – more than ‘human resources’ 159\u003c\/p\u003e \u003cp\u003eMaking work more meaningful 160\u003c\/p\u003e \u003cp\u003eLeadership refl ections 162\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Leading for Talent 165\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe challenges of 21st century leadership 166\u003c\/p\u003e \u003cp\u003eGlobalization, interconnectedness and interdependence 168\u003c\/p\u003e \u003cp\u003eIncreasing complexity 170\u003c\/p\u003e \u003cp\u003eThe challenge of sustainable growth 171\u003c\/p\u003e \u003cp\u003eThe need for innovation 172\u003c\/p\u003e \u003cp\u003eChanging attitudes, rising expectations 173\u003c\/p\u003e \u003cp\u003eOrganizations are changing 176\u003c\/p\u003e \u003cp\u003eKnowledge matters 177\u003c\/p\u003e \u003cp\u003eA new approach to leadership 178\u003c\/p\u003e \u003cp\u003eThe business case 179\u003c\/p\u003e \u003cp\u003ePeople are the answer (specifically, their head, heart and guts) 180\u003c\/p\u003e \u003cp\u003eUnderstanding your leadership style 181\u003c\/p\u003e \u003cp\u003eUnderstanding different leadership styles 182\u003c\/p\u003e \u003cp\u003eTaking leadership seriously 184\u003c\/p\u003e \u003cp\u003eLeadership reflections 188\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Techniques for Realizing Talent in Your Whole Workforce 191\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLeading with your heart 192\u003c\/p\u003e \u003cp\u003eBalance the needs of individuals and the business 193\u003c\/p\u003e \u003cp\u003eKnow yourself and connect emotionally to others 193\u003c\/p\u003e \u003cp\u003eStay self-aware 194\u003c\/p\u003e \u003cp\u003eDevelop empathy 195\u003c\/p\u003e \u003cp\u003eRemain in control 196\u003c\/p\u003e \u003cp\u003eUse different styles of working 196\u003c\/p\u003e \u003cp\u003eDevelop emotional intelligence (EQ) 198\u003c\/p\u003e \u003cp\u003eInspire trust 199\u003c\/p\u003e \u003cp\u003eUse visioning to increase collaboration and understanding 215\u003c\/p\u003e \u003cp\u003eDevelop creativity and innovation 217\u003c\/p\u003e \u003cp\u003eBuild a diverse team and empathic approach 218\u003c\/p\u003e \u003cp\u003eUsing intellect, intelligence and insight 219\u003c\/p\u003e \u003cp\u003eRethinking 219\u003c\/p\u003e \u003cp\u003eReframing 220\u003c\/p\u003e \u003cp\u003eFocusing on results and getting things done 221\u003c\/p\u003e \u003cp\u003eDeveloping and articulating a point of view 222\u003c\/p\u003e \u003cp\u003eCourageous leadership 223\u003c\/p\u003e \u003cp\u003eTaking risks with incomplete data 223\u003c\/p\u003e \u003cp\u003eBalancing risk and reward 224\u003c\/p\u003e \u003cp\u003eActing with unyielding integrity 224\u003c\/p\u003e \u003cp\u003eCommunicating 225\u003c\/p\u003e \u003cp\u003eEmpowering people 227\u003c\/p\u003e \u003cp\u003eCoaching and developing talent 229\u003c\/p\u003e \u003cp\u003e\u003cb\u003eConclusion: Creating a Talent Flywheel 235\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSee talent in context 237\u003c\/p\u003e \u003cp\u003eTreat everyone as talent 238\u003c\/p\u003e \u003cp\u003eFocus on value creation 238\u003c\/p\u003e \u003cp\u003eMake work personal 239\u003c\/p\u003e \u003cp\u003eBuild everyone’s capability 239\u003c\/p\u003e \u003cp\u003eTake leadership seriously 240\u003c\/p\u003e \u003cp\u003eTend your talent ecology 240\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix: Researching the Truth About Talent 243\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eResearch acknowledgements 245\u003c\/p\u003e \u003cp\u003eIndex 249\u003c\/p\u003e  \u003cp\u003e\"[The authors] take a robust and critical view of the effectiveness of talent management in large organisations.\" (\u003cem\u003eDeveloping Leaders,\u003c\/em\u003e October 2010) \u003c\/p\u003e\u003cp\u003e\"... offers some very interesting ideas about breaking out of the old talent scenario... a most stimulating read.\" (\u003cem\u003eBusiness Executive,\u003c\/em\u003e November 2010)   \u003c\/p\u003e\u003cp\u003e\u003cb\u003eJacqueline Davies\u003c\/b\u003e\u003cbr\u003e is a respected HR leader with 18 years' experience in strategic human resource management. She has led the global talent agendas in two FTSE top 10 companies and driven executive integration programmes for two of the largest acquisitions in corporate history. Jacqueline is a recognised thought leader in how companies can deploy talent strategies to achieve commercial advantage. Jacqueline is a non-executive director of two charities and has recently been appointed to the Advisory Board on Leadership Ethics at the Bristol Business School. She can be contacted at \u003cb\u003etruthabouttalent@btinternet.com.\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\u003cb\u003eJeremy Kourdi\u003c\/b\u003e\u003cbr\u003e is a writer and executive coach. His experience includes commercial leadership, writing and coaching expertise gained with leading brands. During his career he has worked in Europe, North America and the Middle East with a range of organizations including HSBC, Pearson, London Business School, IMD and he was Senior Vice-President with The Economist Group. For further information visit \u003cb\u003ewww.LeadershipExpertise.com.\u003c\/b\u003e   \u003c\/p\u003e\u003cp\u003e\u003cb\u003eKey themes in the book are:\u003c\/b\u003e  \u003c\/p\u003e\u003cp\u003e\u003cb\u003e1.\u003c\/b\u003e The need to revaluate how people contribute and create value in today's economy – it is about knowledge, innovation and relationships today rather than executive potential tomorrow. \u003c\/p\u003e\u003cp\u003e\u003cb\u003e2.\u003c\/b\u003e Challenging the conventional wisdom that talent refers to a 'special few' rather than the 'vital many'. Perhaps we don't have enough because we keep looking in the wrong places and doing the wrong things? \u003c\/p\u003e\u003cp\u003e\u003cb\u003e3.\u003c\/b\u003e Conditions facing organizations are tough and competitive and markets are turbulent. To withstand this, we need to build talented organizations and talented individuals. \u003c\/p\u003e\u003cp\u003e\u003cb\u003e4.\u003c\/b\u003e Interdependence between people within and across organizations is critical. The way that each individual relies on each other and how talent is realised through social and team ties makes a decisive, defining difference. \u003c\/p\u003e\u003cp\u003e\u003cb\u003e5.\u003c\/b\u003e Individuals control when and who their potential is shared with. The idea that an organization can manage talent and potential is an outdated conceit. \u003c\/p\u003e\u003cp\u003e\u003cb\u003e6.\u003c\/b\u003e The nature of work itself matters hugely. The extent to which it is stimulating and engaging – and how people can make the connection with what they do and the wider difference it makes – is vital. \u003c\/p\u003e\u003cp\u003e\u003cb\u003e7.\u003c\/b\u003e The way talent is generated is affected by the whole 'ecology' of an organization – its sense of purpose, rituals, the behaviour of its leaders, how it hires and how it fires people all influence the way talent is generated.\u003c\/p\u003e","brand":"Jossey-Bass","offers":[{"title":"Default Title","offer_id":47990358212837,"sku":"NP9780470748824","price":49.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470748824.jpg?v=1761787499","url":"https:\/\/k12savings.com\/es\/products\/the-truth-about-talent-isbn-9780470748824","provider":"K12savings","version":"1.0","type":"link"}