- Tapa dura: 224 páginas
- Editor: Harvard Business School Press; Edición: First Edition, First Printing (1 de octubre de 2001)
- Idioma: Inglés
- ISBN-10: 1578514592
- ISBN-13: 978-1578514595
- Valoración media de los clientes: Sé el primero en opinar sobre este producto
- Clasificación en los más vendidos de Amazon: nº297.632 en Libros en idiomas extranjeros (Ver el Top 100 en Libros en idiomas extranjeros)
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The War for Talent (Inglés) Tapa dura – 1 oct 2001
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Reseña del editor
In 1997, a groundbreaking McKinsey study exposed the "war for talent" as a strategic business challenge and a critical driver of corporate performance. Then, when the dot-com bubble burst and the economy cooled, many assumed the war for talent was over. It's not.
Now the authors of the original study reveal that, because of enduring economic and social forces, the war for talent will persist for the next two decades.
McKinsey & Company consultants Ed Michaels, Helen Handfield-Jones, and Beth Axelrod argue that winning the war for leadership talent is about much more than frenzied recruiting tactics. It's about the timeless principles of attracting, developing, and retaining highly talented managers-applied in bold new ways. And it's about recognizing the strategic importance of human capital because of the enormous value that better talent creates.
Fortified by five years of in-depth research on how companies manage leadership talent-including surveys of 13,000 executives at more than 120 companies and case studies of 27 leading companies-the authors propose a fundamentally new approach to talent management.
They describe how to:
* Create a winning EVP (employee value proposition) that will make your company uniquely attractive to talent
* Move beyond recruiting hype to build a long-term recruiting strategy
* Use job experiences, coaching, and mentoring to cultivate the potential in managers
* Strengthen your talent pool by investing in A players, developing B players, and acting decisively on C players
Central to this approach is a pervasive talent mindset-a deep conviction shared by leaders throughout the company that competitive advantage comes from having better talent at all levels.
Using practical examples from companies such as GE, The Home Depot, PerkinElmer, Amgen, and Enron, the authors outline five imperatives that every leader-from CEO to unit manager-must act on to build a stronger talent pool.
Written by recognized authorities on the topic, this is the definitive strategic guide on how to win the war for talent.
Biografía del autor
Ed Michaels is a recently retired Director of McKinsey & Company in Atlanta.
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Having worked for one of our illustrious big banks that basically failed in 2009 I can attest to the same cynical non-sense going on in our zoo as what may have occurred at Enron. By that I mean the endless shifting of the top managers regardless or experience or job skills into positions of responsibility. Ultimately a lack of accountability fails big companies far quicker than settling for pluggers over shooting stars. What is talent if not discipline, hard work, team work, humility and focus? I just don't see any of that covered here. These same consultants polluted my company for years getting into the ears of insecure senior managers that used the rest of as guinea pigs. I cannot think of one of the 8-10 programs launched by consultants that did anything but disrupt the company and hinder performance.
This book? Seems like it entertained some readers which is fine. But for serious management study it think it should be avoided.
I found the discussion on the "Employee Value Proposition," which the authors describe as the holistic sum of everything people experience and receive while part of a company, to be the most compelling section of the book. The authors explain how talented people want big money and perks, but also want to feel passionate about work; excited by their jobs; enriched by career opportunities; uplifted by company's leaders; assured by depth of its management; and inspired by a sense of mission.
The book is chalked full of guiding principles for hiring managers. For example:
- Building a strong talent pipeline is as critical as building a vibrant product pipeline
- Career security relies in the collection of skills and experiences employees can bring to market
- Measure leaders by not only how effective they are, but how inspirational they are to employees
- Bringing a strong pipeline of young talent into the company fuels the system for years to come
I did find the book to be somewhat dated in the examples that it uses as well as some of the principles. Enron is frequently cited as an example of best practices. And I'm not sure some of the concepts would apply Gen Y workers. I think some of the simpler approaches such as those discussed in books like Getting Real are more applicable.
Produced by three consultants from McKinsey & Company, "The War for Talent" is based on five years of in-depth research on how companies manage leadership talent. [The research is explained in the book.] From what they learned from surveys of 13,000 executives at more than 120 leading companies and 27 case studies, the authors propose a talent-based approach to recruiting and holding management employees. The concept is simple: emphasize a deep conviction that competitive advantage comes from having better talent at all levels. Execution of that talent is more difficult, requiring total commitment and consistent action on the part of all leaders throughout the organization.
The authors have limited their focus to managerial talent, ignoring the tremendous contribution made by non-management employees. Their contention is that if you have highly talented managers, everything else will work just fine. I had a problem with that concept, feeling that it takes strong talent at all levels to achieve corporate success. As I read the book, I found myself mentally extending the authors' approaches and recommendations to all workers.
The book begins, aptly enough, with a chapter explaining the War for Talent. Wake-up call statements include recognition from 99% of the companies surveyed that their managerial talent pool needs to be much stronger in three years. At the same time, there is an understanding that the pool from which companies will recruit that talent will shrink. Therefore, competition for talent will become more like a war. In the first of many interesting comparison boxes in the book, we learn that the old reality says people need companies and that jobs are scarce. The new reality is that companies need people and that talented people are scarce. These comparison boxes deliver valuable, thought-provoking insights throughout the book.
The authors explain that most companies are poor at talent management. This situation must change. Executives who read this book will be in a more advantageous position to do something about this problem-if they take action based on what they read. The book is filled with action stimulators.
The second chapter shows readers how to Embrace a Talent Mindset. It's a way of thinking that drives the whole process. In chapter three, we learn how to Craft a Winning Employee Value Proposition. This is an essential part of the book, emphasizing the relationship between the management employee and the company. It talks about what managers are looking for in a job-in an environment, and how to give it to them. Included are culture, growth opportunities, compensation and much more. It's the total experience that makes a company so attractive to the kind of people it seeks.
With a clear idea now that your company is different, much more oriented toward giving talented managers what they need to achieve, chapter four explains how to Rebuild Your Recruiting Strategy. You'll shift from chasing all over trying to get people to work for you to becoming so attractive that talent gravitates to you. Recruiting becomes more targeted and takes place over a longer period of time. You're growing your future workforce by engaging with people even years before it's time for them to join you.
Chapter Five captures a trend which is growing in America, but not nearly as fast as it needs to: the personal development of high potential talent. The authors describe in page after page how coaching, mentoring, and bosses with high expectations can propel a talented person to greater heights and greater performance in much less time. Candid feedback enables people to stretch and grow in ways that hold them with the company so they can do more. We know how important growth is to talented people, so the ideas and illustrative stories in this chapter will be eye-opening for many readers.
In the next chapter, the authors present the concept of differentiating among employees. Workers are ranked as "A,", "B," or "C" players, in consideration of their performance and their potential. This chapter shows "how to invest in the most capable people (A players), grow the solidly contributing middle (B players), and act decisively on the low performers (the C players), and put the spotlight on all three in a rigorous talent review process." D players-the clearly incompetent or unethical-are not discussed since they shouldn't even be there anyway. The plan is to Differentiate and Affirm Your People. When high performers are appreciated, they become even more productive. They develop a pride which drives them to greater heights . . . and pulls others along with them.
The final chapter, Get Started-and Expect Huge Impact in a Year, presents a process for implementing the authors' concepts in your organization. Of course, you won't see immediate results. However, if you're serious about the transformation, results will come. Expect huge impact in the first year, the authors encourage; set the bars high. It can happen. It must happen if your company is going to be a high achiever, a winner in the ongoing War for Talent.
Roger Herman, co-author of "How to Become an Employer of Choice"