Talent

Beschreibung

The source of competitive advantage has shifted in many organizations from reliability to innovation and flexibility. But what does it take for an organization that innovates to then manage effectively? In this follow-up to Built to Change, Ed Lawler argues that it is a combination of the right structure and the right people. First, organizations must decide what structure they are: are you a high-involvement organization that has products and services that require a high level of coordination and cooperation among employees? Or do you have a more global competitor structure in which you are constantly bringing in new talent and technological expertise? Are you a mixture of both? Lawler outlines the unique human capital strategy for each approach, shows what it looks like in action, and provides the foundation and tools for creating competitive and innovative organizations.

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Edward E. Lawler

Themen in »Talent«

Business & Management Human Resource Management Organisationsentwicklung Organizational Development Personalmanagement Personalwesen Strategic Management Strategisches Management Unternehmensstrategie Wirtschaft u. Management

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Voted "Best Book of 2008" in Human Capital, Strategy +Business "Some boards do have committees on human resources,but they typically focus on CEO and executive compensation andperhaps succession planning at the executive level, not on theoverall talent strategy and effectiveness of theorganization...What is needed is a human capital committee thataddresses succession planning for senior management positions andthe evaluation of the CEO and the top management team."--asexcerpted from TALENT by Edward E. Lawler, III in Directors& Boards "There was one chapter in Talent that I found to be really newand interesting. That was the chapter about corporate boards andtalent management. Often when we think about boards of directors wethink about a room of former CEOs and finance guys who go overnumber and compliance issues. That's pretty much what Lawler hasfound in his research as well. But if a company wants to really useits people as its competitive advantage, then these boards ofdirectors have to be informed on the talent management issueswithin the company. Not only that, but at least some of these boardmembers should have some HR expertise--which according to Lawler'sresearch, is a pretty rare occurrence."--WorkforceManagement "In his book--for those who wish to proceed withHC-centricity--Lawler describes the steps involved in buildingtalent-based organizations. Through generous case studies ofcompanies from Whole Foods to BMW to Siebel Systems, Lawleroutlines ways of achieving HC-centric management through approacheshe labels 'high involvement' or 'global competitor."--HRMagazine "Lawler presents visionary information and examples that anyorganization can take pieces from. As a whole, Talent is athought-provoking read. More importantly it is a practical book.Anytime the reader starts to say to him or herself "yeah right,that would never work" Lawler responds with an acknowledgment ofthe practicalities and support for optimism. If Lawler'sprediction that more companies will turn towards HC-centricorganizations then it would be wise to read this book now."--The Employment File, 6/10/2008 "A lot of people know a little about Talent. Ed Lawlerknows a lot! In fact, he may know more about this topic than anyoneI know!" "There is no better person to provide advice on Talentthan Ed Lawler!" "The world's authority on HR systems - he shows youhow to change the people equation in your company!" -Marshall Goldsmith is the New York Times best selling authorof What Got You Here Won't Get You There - theHarold Longman Award Best Business Book of 2007.
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