Marion Devine,Michel Syrett

The Economist: Managing Talent

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Survey after survey confirms how the success of businesses has become increasingly dependent on the ability and skills of their staff. And because talented workers are in short supply the hunt for people of unusual ability will continue in earnest. Hiring such people is the relatively easy part; keeping them engaged so that they don't move on and getting the best out of them while they are with you is what really matters.

Drawing on original research, including interviews with senior executives, recruitment specialists and headhunters, and people considered 'talented' within their organisations, this book outlines the way in which companies such as Ford, Goldman Sachs, Cisco, Diageo, Tesco, General Electric and HSBC are facing the challenge of recruiting and developing the talent they need.

This book will also boost readers' own career prospects.

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Quotes

  • Инна Кирносhas quoted9 years ago
    managers with the potential to move into senior management positions at the local, national or international level.
  • Инна Кирносhas quoted9 years ago
    Some organisations opt for the simple solution of automatically placing a percentage of its top performers, identified through existing appraisal processes, into a talent pool.
  • Инна Кирносhas quoted9 years ago
    These definitions or “talent profiles” effectively segment talent and form the basis of different talent pools. These could include, for example:
    technical specialists, especially in areas key to the organisation’s core capabilities;
    individuals with hard-to-recruit skills;
    bright individuals from underrepresented groups whom the organisation wishes to advance into more senior positions;
    the best-performing graduates or school leavers;

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