Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
The War for Talent Hardcover – October 1, 2001
Customers who bought this item also bought
Customers who viewed this item also viewed
Talent, as defined by Ed Michaels, Helen Handfield-Jones, and Beth Axelrod, is shorthand for a key employee who possesses "a sharp strategic mind, leadership ability, communications skills, the ability to attract and inspire people, entrepreneurial instincts, functional skills, and the ability to deliver results." It's also, they contend in The War for Talent, an overarching personnel characteristic that companies of all kinds will require throughout their organizations in order to survive the competitive recruiting era that we appear to be entering. Michaels, Handfield-Jones, and Axelrod, authors of a 1997 McKinsey Quarterly article that uncovered a definitive connection between top performers and superior corporate achievement, spent the intervening years studying 13,000 executives in 27 companies to identify the programs and behaviors that help today's foremost firms attract and retain the best kinds of employees. The authors outline five common "imperatives" that they found these companies employed to strengthen their talent pools ("Embrace a Talent Mindset," "Craft a Winning Employee Value Proposition," "Rebuild Your Recruiting Strategy," "Weave Development into Your Organization," and "Differentiate and Affirm Your People") and construct a practical framework for making it happen in your company. --Howard Rothman
From Publishers Weekly
The consulting firm McKinsey & Co. coined the phrase "War for Talent" several years ago when its surveys revealed a diminishing talent pool. The basic McKinsey principle asserts that employers must adopt innovative recruitment techniques, and the authors offer many examples from companies like the Limited, Enron and Amgen. Among their suggestions: offer mentoring programs; encourage employees to switch departments; and with senior hires, look for "leadership style and values" consistent with "the company's culture." Employers will find this book useful if somewhat dry. McKinsey's name along with extensive publicity will help initial sales, but the boilerplate content may not maintain them.
Copyright 2001 Cahners Business Information, Inc.
Browse award-winning titles. See more
Top customer reviews
Having worked for one of our illustrious big banks that basically failed in 2009 I can attest to the same cynical non-sense going on in our zoo as what may have occurred at Enron. By that I mean the endless shifting of the top managers regardless or experience or job skills into positions of responsibility. Ultimately a lack of accountability fails big companies far quicker than settling for pluggers over shooting stars. What is talent if not discipline, hard work, team work, humility and focus? I just don't see any of that covered here. These same consultants polluted my company for years getting into the ears of insecure senior managers that used the rest of as guinea pigs. I cannot think of one of the 8-10 programs launched by consultants that did anything but disrupt the company and hinder performance.
This book? Seems like it entertained some readers which is fine. But for serious management study it think it should be avoided.
I found the discussion on the "Employee Value Proposition," which the authors describe as the holistic sum of everything people experience and receive while part of a company, to be the most compelling section of the book. The authors explain how talented people want big money and perks, but also want to feel passionate about work; excited by their jobs; enriched by career opportunities; uplifted by company's leaders; assured by depth of its management; and inspired by a sense of mission.
The book is chalked full of guiding principles for hiring managers. For example:
- Building a strong talent pipeline is as critical as building a vibrant product pipeline
- Career security relies in the collection of skills and experiences employees can bring to market
- Measure leaders by not only how effective they are, but how inspirational they are to employees
- Bringing a strong pipeline of young talent into the company fuels the system for years to come
I did find the book to be somewhat dated in the examples that it uses as well as some of the principles. Enron is frequently cited as an example of best practices. And I'm not sure some of the concepts would apply Gen Y workers. I think some of the simpler approaches such as those discussed in books like Getting Real are more applicable.
As a contract recruiter ([...] when I go into a company for the first time, I interview the managers and ask them, in their view, "Why would a top performer want to work for this company, in this position, for you?" As the competition for talent begins to gain steam over the next few months, companies who do a better job of addressing the needs of the Gen X'ers will find themselves in the enviable position of attracting the replacements to the Baby Boomers who are retiring or otherwise leaving the workplace. Sure there is still a surplus of workers as a result of the recession. However, companies who do not have a recruitment strategy will soon find themselves spending much more money to attract the best talent.
In The War For Talent, the authors used specific examples of companies who had either a recruiting or attrition problem and then solved it by improving their Employee Value Proposition (EVP). For instance, SunTrust had a problem where they were losing 46% of their branch employees in their Publix supermarket branches in Georgia and 55% of their high performers. The book discusses the steps they took to dramatically lower their attrition rate in a relatively short time.
Unfortunately for the book, it came out just as Enron was spinning into the ground. Therefore, some people have focused more on the Enron EVP and other qualities and possibly not enough on the other companies' qualities. Enron, while it was growing, appealed to a specific group of people who were not afraid to take what now appears to be excessive risks. There are many examples of other companies with other EVP's who have survived and possibly thrived during this recession. They were able to attract and retain the high performers, who generally tend to be more strategic and less tactical than their counterparts.
Just as Brad Smart in his book "Topgrading" focuses on recruiting, developing and mentoring the A Players, the authors of The War For Talent stress the importance of the A players in a company. It is surprising that "The Peter Principle" came out in 1969 and we are still discussing the concept but in different terms.
The War For Talent concepts should be discussed from the boardroom to your hiring managers. Your leaders need to embrace a talent mindset (title of a chapter in the book), develop a winning differentiation for your company, and develop recruiters who have the ability to attract A Players.
Read this book if you want to win "The War For Talent." .........
Most recent customer reviews
a company's ability to attract, develop and retain
talent has not ceased to be important in the current...Read more
Conceptually excellent.Read more