Customer Reviews

Reinventing Talent Management: How to Maximize Performance in the New Marketplace

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"Reinventing Talent Management" brings the innovative concept of People Equity and its components (Alignment, Capabilities and Engagement) as the key to the business performance. The examples provided are very clear and based on many surveys and case studies. The objective and innovative tools and ideas developed in "Reinventing Talent Management" helped me to connect some "missing dots" of my professional activity. As an HR manager it's extremely important to manage talent in order to bring effectiveness to the business and this outstanding book is helping me on getting the most from the people I work with. It will certainly add value to many other readers.
It's fresh air to everyone interested in delivering more!

The approach the author takes in this book brings a fresh perspective to the development of talent. It is a refreshing departure from the singular focus on engagement which is prevalent in so much of the literature. While maintaining focus on employee engagement as one key element of talent growth, we are given a much more comprehensive view through the additional focus on alignment with business strategy and on capability to deliver against customer requirements. These three factors together contribute to what the author has called People Equity, thus underscoring the importance of investing in and growing the people asset. I particularly appreciated his treatment of the talent gaps that can occur, even in a high engagement environment. I was aware of this concept prior to publication of the book, and found it so powerful that I adapted the term for my own business--The People Equity ExpertsSM --to indicate our commitment to building value through human capital.
The author thoroughly covers People Equity concepts in the first chapters of the book, and then follows with several chapters that delve into how those concepts impact specific aspects of talent management. The writing style--interspersing explanation, anecdote and examples from executive interviews--makes for enjoyable reading, and keeps the idea that much more memorable. I highly recommend this book to anyone who is looking for new perspectives in talent management!

This book has been a perfect blend of both the academic research and practical models. It incorporates theories from decades of research in talent and performance management and applies them to today's workplace. The author reflects on the current economic crisis and the role Human Capital or rather People Equity (term I really like explained in the book) plays. One might think that talent retention and talent management are not as vital as other issues organizations are currently challenged with in tough economy. However, the author "opens up your eyes" to the consequences of not devoting time and resources on talent retention and management programs.

I have really enjoyed the holistic and thorough ACE (alignment, capabilities, and engagement) analysis. Other authors seem to overlook alignment and capabilities of talent and solely concentrate on engagement which does not produce most effective results. I would also like to highlight that the author speaks about People Equity as part of the organization's score card and guides the reader through an easily comprehensible analysis of return on investment.

Overall, it is an easy read: not dry at all as the author's personality and humor supplements recommendations, ideas, research and theory.

"Reinventing Talent Management" is a very important contribution to the field. I have long been impressed with Bill Schiemann and The Metrus Group's concept of 'People Equity'. This book provides compelling arguments and strong empirical evidence for why 'People Equity' is such a crucial construct for today's organizations and how it can transform thinking about human capital. While most organizations focus on 'employee engagement' and 'employee capability' separately, one of the key ideas behind 'People Equity' is that you cannot treat them independently. After all, how effective are engaged employees who aren't capable or capable employees if they aren't engaged? Furthermore, 'People Equity' adds a crucial third component to the mix: 'alignment' (with the strategy of the organization). The employees that today's organizations need to remain competitive are engaged, capable, AND aligned with strategy. I have been so impressed with 'People Equity' that I listed it as a 'transformational measure' in my book "Transforming Performance Measurement" and talk about it in virtually every presentation I give. If you are interested in increasing employee performance and organizational effectiveness, you need to read this book!

- Dr. Dean Spitzer, Author of "Transforming Performance Measurement" and "SuperMotivation"

As the former VP of HR and Organization Development at a fortune 500 company, I wish I had had this book to focus and simplify our actions in implementing the Balance Scorecard. The 3 factors Alignment, Capabilities, and Engagement (ACE) provide the point of convergence and focus at which everyone within and without the organization can measure their attainment of their goals. The simplicity and accessibility of ACE is what is so often missing in organizational strategies. Fortunately, I have this framework in hand as engaged in helping to create a strong organization out of a weak confederation of close to a thousand coaches. Reading this book has been the single most important step that I have taken to move this goal forward. Another asset is that this book is really enjoyable to read. I recommended it to a friend and director of HR for a prestigious law firm, "Read Bill Schiemann's "Reinventing Talent Management"--you won't be able to put it down.
Marisa Harris
Former VP of Human Resources, The CIT Group
Integrative Life Coach and Cancer Coach

For me, a measurement geek, observing how Schiemann breaks down the 3 aspects each of Alignment, Capabilities, and Engagement (ACE), and demonstrates versions of quantifiable surveys addressing each aspect, is really helpful.

I also appreciated his `defense' of employee surveys, provided they are effectively composed ... there's no better way to know what's really happening in the organization.

Finally, I really appreciated his identification of the 9 enablers of ACE, from HR systems to direct supervision, organizational values, etc. That accords very much with my experience, but again his tabulation of it all together is highly actionable. And that's the language business leaders speak, not the language of HR.

Well done!

Rich

The information and knowledge contained in these pages is outstanding. It provides a series of important components for moving HR out of the back office of personnel transactions and simplistic survey measurement, to being on the front line of business.

For me, the title was a bit misleading. On the one hand, the framwork of people equity has relatively little to do with what we traditionally think of in terms of talent management (recruiting, selection, training, career pathing, succession planning, etc.) On the other hand, Schiemann's approach is all about unleashing the human potential of any organization which lies at the heart of managing talent.

I was already familiar with the concept that to maximize the return on workforce investments, people have to be aligned, capable and engaged (ACE). However, the book goes steps further and lays out a conceptual framwork of specific drivers and enablers working to influence ACE, and how the drivers and enablers can be used in strategic value maps. These maps can then be used to formulate decision rules for where to invest or spend HR program resources.

I know I will be going back to this book again and again in the years to come.