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Agile Talent: How to Source and Manage Outside Experts Kindle Edition
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This well-researched book will prove interesting not only to chief executives and HR leaders, but to the many people now operating in the gig economy who will hope that some of its key messages resonate with those who employ them.” Irish Times
Readers will learn how to make a business case for hiring external talent, orient them to their organizations, offer them professional development, and optimize teamwork between them and permanent, full-time employees.” TD magazine (Association for Talent Development)
ADVANCE PRAISE for Agile Talent:
Todd M. Warner, former VP, Learning, BHP Billiton, and Founder, Like Minds Advisory
Agile Talent represents a whole new way for organizations to work across their value chain and optimize the performance of the people who work for (and with) them to reach new levels of productivity.”
Omar Kader, Chairman and CEO, Paltech
This book presents a clear and effective description of how all businesses need to function in the futureor be left behind.”
Susan J. Schmitt, Senior Vice President, Human Resources, Rockwell Automation
This book is relevant, practical, and immediately applicable to anyone reading it, whether you are a CEO, a chief HR officer, a leader at any level, or a shareholder.”
Kevin Murphy, CEO, Driscoll’s
Agile Talent allows for specialization and entrepreneurial spirit to flourish.”
Shelley Seifert, Chief Administrative Officer, First Bank
Younger and Smallwood challenge every reader to break free from our typical tactics and instead think strategically and holistically about how to approach external staffing.”
Kathleen Wilson-Thompson, Executive Vice President and Global Chief Human Resources Officer, Walgreens Boots Alliance
Agile Talent provides a rarely found treasure trove of experiences and practical solutions to create an agile workforce that meets an organization’s particular needs.”
Kirk Aubry, President and CEO, Savage
How do we get the full benefit of having the best people where and when we need themeven though they’re not on our payroll? This book provides a roadmap for navigating to new and powerful workforce relationships.”
About the Author
Norm Smallwood is President and cofounder of RBL Group, and leads the firm’s Leadership practice. He has taught in the executive education faculties of the Ross School of Business, University of Michigan, and the Marriott School of Business, Brigham Young University. He has been cited by the journal Leadership Excellence as a leading voice in the field of leadership. He teaches and consults widely in North America, the Middle East, and Asia. He is the coauthor of many articles and several important leadership books including Results Based Leadership, Leadership Brand, Leadership Code, and Leadership Sustainability.
- File Size : 8555 KB
- Word Wise : Enabled
- Publication Date : January 26, 2016
- Print Length : 244 pages
- Language: : English
- ASIN : B012BLTJHK
- Publisher : Harvard Business Review Press (January 26, 2016)
- X-Ray : Not Enabled
- Text-to-Speech : Enabled
- Enhanced Typesetting : Enabled
- Lending : Not Enabled
- Best Sellers Rank: #1,345,557 in Kindle Store (See Top 100 in Kindle Store)
- Customer Reviews:
Top reviews from the United States
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Cloud-enabled talent markets will help organizations have faster access to additional capabilities - and - how will they integrate the work of these externals with their internals?
They will be able to increase and decrease their workforce by pulling from this external talent marketplace - and - how will they retain trust and engagement with their employees?
How will organizations become an employer-of-choice with external experts while preserving tight ties and loyalty with their internal professionals?
The case studies and illustrations from organizations that have started on this journey illustrate both the benefits and challenges of working with Agile Talent.
In the first chapter, Younger and Smallwood note that in today’s highly-competitive global marketplace, “the need for ‘expertise on tap’ continues it expand. Organizations are thus increasingly reliant on a widening range of functional external experts to acquire and master the capabilities to perform and grow.” This is especially true of technical expertise. I agree with Younger and Smallwood that many (if not a majority) o0f organizations that hire “outside experts” treat then as “separate, and not equal. Most managers who never dream of treating externals like internals. External agile talent is hired for expediency, for the short term, to fill a specific need. But the companies depend more on the agile talent for fulfilling strategic capabilities, that mind-set won’t cut it anymore. ’Separate, and not equal’ is precisely what is causing the problems just outlined.
Younger and Smallwood write this book to explain how to avoid or solve those and other problems. They offer an abundance of information, insights, and counsel with regard to achieving several important strategic objectives. More specifically HOW to
o Achieve competitive advantage through agile talent
o Define the most promising business opportunity
o Formulate and refine an appropriate strateg
o Attract and welcome agile talent
o Get talent in proper alignment with the organization
o Ensure professional excellence
o Grow talent "that you don't even own"
o Engage and collaborate with your talent
o Lead agile talent
o Lead the changes by driving innovation
o Turning what you know into what you do (i.e. no “Knowing-Doing Gap")
Younger and Smallwood are to be commended on their brilliant use of several reader-friendly devices that include dozens of Tables (e.g. “assessing a capability resourcing plan” on Page 34, “The three approaches to agile talent” on 154, and “ critical conditions for developing leadership at the highest levels” on 191) and Figures (e.g. "Five important criteria in work design” on 119 and “Making agile talent work:” on 189) as well as eleven assessment tools:
1. “How agile-talent-aligned is you organization?” (23)
2. “Identifying the capabilities required for success” (32)
3. "Identifying potential problems of the four aligning categories” (37)
4. “Getting feedback on your employer brand” (77)
5. “Assessing the career stage of an individual or job” (101)
6. “Determining the right mix of stages among externals and internals on your team” (108)
7. "How well does your organization’s commence nations support agile talent?” (124)
8. “How well do you sponsor agile talent?” (138)
9. “Determining a prospective talent manager’s emphasis in working with agile talent (144)
10. “The pilot’s checklist: identifying what leads to the success or failure of a change venture” (162)
11. “Using the organization virus detector: identifying the three most important cultural risk factors in managing change in your organization” (164)
These devices and other supplementary resources will facilitate, indeed accelerate frequent review of especially valuable material later.
I agree with Jon Younger and Norm Smallwood that, ultimately, “the effectiveness of agile talent in any organization will turn on the quality of leadership. The leadership code [Page 133] provides a systematic and helpful way to think about what competent leaders do.” The best leaders serve as role models. In this context, they must demonstrate agile leadership in all of their relationships. If an organization’s leaders think in terms of internals and non-internals -- or allow anyone else to -- it cannot succeed or even survive.