People are an expensive, critical resource in any organization and can be a powerful source of sustained advantage. They profoundly affect other resources, including customers, brand reputation, intellectual property, and cash. They drive the growth or decline of these resources and possess attributes of their own—such as skills and knowledge—that must be carefully developed and nurtured. Despite this, leaders tend to focus on the softer aspects of people management, those that are the least easy to identify and in? uence, such as motivating, mentoring, and team-working—while ignoring the simpler fundamentals of how many they need, where, over time, to do what. Developing Employee Talent to Perform redresses the balance, providing a practical, fact-based approach to managing this most sensitive of resources. The book gives clear explanations and illustrations of the key concepts, with action checklists, key questions, and case examples. A strong understanding of how individuals interact with other resources to make the whole organization perform will help managers see how to act to maximize the effectiveness with which their organization operates. Improving performance through better decision making about your organization’s people is not just a matter for top management: Given the right tools, anyone with in?uence over how his or her enterprise works can make a difference. This book provides an original, rigorous, yet practical approach to developing organizational effectiveness that is long overdue.
Keywords
Strategic management, human resources, talent, staf?ng, business strategy, strategy implementation, strategy dynamics, employer brand