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Talent on Demand: Managing Talent in an Age of Uncertainty Hardcover – March 11, 2008


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The Attacker's Advantage: Turning Uncertainty into Breakthrough Opportunities
Exponential change also offers exponential opportunities. How do you leverage change to go on the offense?
$28.47 FREE Shipping on orders over $35. Only 6 left in stock (more on the way). Ships from and sold by Amazon.com. Gift-wrap available.


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Talent on Demand: Managing Talent in an Age of Uncertainty + The Talent Management Handbook: Creating a Sustainable Competitive Advantage by Selecting, Developing, and Promoting the Best People
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The Attacker's Advantage: Turning Uncertainty into Breakthrough Opportunities
Exponential change also offers exponential opportunities. How do you leverage change to go on the offense?

Product Details

  • Hardcover: 288 pages
  • Publisher: Harvard Business Review Press; 1 edition (March 11, 2008)
  • Language: English
  • ISBN-10: 1422104478
  • ISBN-13: 978-1422104477
  • Product Dimensions: 1.2 x 6.5 x 9.5 inches
  • Shipping Weight: 1.4 pounds (View shipping rates and policies)
  • Average Customer Review: 4.6 out of 5 stars  See all reviews (5 customer reviews)
  • Amazon Best Sellers Rank: #638,228 in Books (See Top 100 in Books)

Editorial Reviews

Review

Managing supply chains is about managing uncertainty and variability. This same uncertainty exists inside companies with regard to talent development. --Knowledge @ Wharton, February 20, 2008

Cappelli addresses one of the most significant challenges a business must face: How to ensure that it will be you who reaps the benefits of your investment. --CRM.com, May 1, 2008

About the Author

Peter Cappelli is a professor of management at the Wharton School, Director of Wharton's Center for Human Resources, and a research associate at the National Bureau of Economic Research in Cambridge, MA.

Customer Reviews

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10 of 10 people found the following review helpful By William McPeck on May 9, 2008
Format: Hardcover
This is one of those books that I believe can be either read independently or used as a textbook for a college course in talent management. As an independent read, if you are in a position that hires or develops employees, or if you must talk with your CEO or other C-suite team member about your organization's hiring and talent management philosophies, then this book is a must read for you. This book will give you a good grounding in the area of hiring and talent management.

As our economy continues to evolve towards becoming a creative/knowledge based economy, talent management continues to rise in importance. Today's environment requires more than just the physical presence of the employee. Today's employees not only need to be physically present, they need to be totally engaged. Managing employee talent has become a critical organizational strategy and individual managerial skill. And then there are the costs:
* The costs associated with acquiring employees
* The costs associated with developing employees
* The costs associated with managing talent management risks

This book is about the basic challenge of talent management - Identifying the demand of talent and then establishing a system or process that just meets that demand. Hitting the demand target must be accomplished while taking into consideration today's complexity and uncertainty during the planning and development processes.

This book is comprehensive in that it presents an historical overview and puts the talent management issue into context. The talent management process is one of buying vs. developing talent. The making vs. buying cycle is driven by the larger product, economic and available labor cycles.
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3 of 3 people found the following review helpful By Rolf Dobelli HALL OF FAME on November 11, 2008
Format: Hardcover
Talent management, like every other aspect of business, has changed so dramatically that decision makers aren't sure where to turn. For years, corporations used "traditional succession plans" to ensure smooth leadership transitions. Those plans are no longer effective. Hiring from the outside, a trend that once rapidly gained popularity, did not turn out to be a panacea. Author Peter Cappelli believes companies cannot eliminate unpredictability - they can only contain it. He finds that supply chain management approaches can cut the expense and boost the effectiveness of talent management. The keys to managing talent, he says, are reducing your exposure to risk and being responsive to your employees. You may not find a complete solution to your future leadership issues here, but getAbstract believes Cappelli's approach is a significant step forward.
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3 of 3 people found the following review helpful By Anthony Cerquone on April 6, 2009
Format: Hardcover
Cappelli's work is a must read for the TM practicioner, if for no other reason than the terrific historical overview he gives to TM and the origins of workforce planning and succession mgmt, to name just two. Beyond that, the book is worthwhile due to Cappelli's provocative stance that TM needs to rethink it's own way of doing business. TM has too long been self-justifiable. Cappelli argues that over-producing talent, that eventually ends up in the competition, is as bad as under-producing, and that our task is to work on supplying just the right amount, taking cues from supply chain mgmt. The work is long on history and explanation and a bit short on actual practicality, but a must read nonetheless.
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Format: Hardcover Verified Purchase
Peter Cappelli authoritatively reveals that the premise of the "skills deficit" for American domestic industry is in reality a self-serving "myth" created by the "employment agency" industry to justify their predatory siphoning of labor costs away from the pockets of actual workers and into the excessive profit margins of the "non-value added" employment agency industry. The growth of these employment agency monoliths (you know their names from the WEB) account for the stagnation of actual wages for actual workers. As employment costs of the manufactures have increased....the wages to workers has generally remained unchanged with the difference between employer labor costs and actual wages to workers going to the bottom line profits of the "employment agency industry." While certain manufacturers repeatedly mouth this skills myth to attempt paying lower wages....if the wages offered are increased, the supply of available applicants suddenly increases. As quality science has proven the fallacy of accepting the least cost bidders....so have manufacturers suffered the consequences of hiring the least experienced workers who accept the below market wages of "contract" employment with the added savings of no benefits. The employment industry has siphoned off the wage growth of American workers while promoting the self-serving "skills deficit" myth as a raison d'etre for the very existence of their employment agency industry. This industry is but a non-value added cost for a shell industry to work around the employment discrimination laws of America.
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By janine scott on March 17, 2013
Format: Hardcover Verified Purchase
Quite easy to read. It really made sense! It is definitely a keeper! I would recommend it to anyone who wants to understand this topic of Talent!
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More About the Author

Peter Cappelli is the George W. Taylor Professor of Management and director of the Center for Human Resources at the Wharton School, University of Pennsylvania. He holds a doctorate from the University of Oxford, and he conducts research in human resources practices, talent and performance management, and public policy related to employment. He is also the editor of Academy of Management Perspectives.

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Talent on Demand: Managing Talent in an Age of Uncertainty
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