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Winning the Talent Wars: How to Build a Lean, Flexible, High-Performance Workplace Paperback – April 17, 2002
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Tulgan recognizes the intertwined realities of a new workforce psyche, the technology-driven acceleration of information flow and the intense competition for knowledge resources. Unlike other authors attempting to demystify this subject, Tulgan is not content with a colorful analysis of these forces. He offers a host of innovative "rubber meets the road" techniques that can be applied almost immediately with little or no cost. Tulgan's book is a recipe for change, but the ingredient list within may be too tough for some middle managers to stomach. If you want to be a new economy chef, internalize this book. If you are a burger-flipper, don't even bother.
The right people share the same values and, together, sustain their organization's commitment to those values. If involved in their organization's recruiting and interviewing process, as they should be, they will help to ensure that the right people will be hired (i.e. allowed on the "bus"). Obviously it is important to get talent and task in proper alignment. It is equally important to keep an organization's values in proper alignment with its objective.
Tulgan's important book is even more relevant and more valuable now than it was when first published about two years ago. As its subtitle correctly indicates, he explains "how to manage and compete in the high-tech, high-speed, knowledge-based, superfluid economy." That is to say, he wrote the book for decision-makers in all organizations (regardless of size or nature) to help them determine HOW to get "the right people on the bus, the wrong people off the bus, and the right people in the right seats"...and then keep them there.
All of the companies which Tulgan discusses (e.g. Johnson & Johnson and J.P. Morgan Chase) demonstrate one of Tulgan's core concepts: "In the new economy, every term of employment -- schedules, location, assignments, coworkers, pay, and more -- will be negotiation, whether you like it or not. The most valuable talent will have the most negotiating power.Read more ›
But if you did not pay much attention at human resource (HR) matters before, and want to have a general overview of recent HR concepts and practices, this book shall still help you. There are also interesting debates like instrinic vs. extrinsic values.
As an employee, this book can help you to understand better the background of some HR policies. For example, you may understand and get convinced why managers are more accommodating to "talents" demands. It can convince you to be more realistic about the old career ladder model
There are plenty of companies examples.
Most Recent Customer Reviews
Bruce Tulgan has amazing insight and offers great information for all managers and leaders in the way to understand and connect employees to performance. Read morePublished on March 20, 2009 by Speaker40
The book lucidly explains the fundamental shift in employer-employee relationship in the new economy. Read morePublished on February 22, 2007 by Elijah Chingosho
So we're not in the go-go late 90's early 2000's anymore.
That doesn't change the basic theme of this book. Read more
This is a no none sense view of precious talent. Tulgan does an excellent job of showing managers don't have to just let their talent walk out the door. Read morePublished on September 17, 2003
Winning the Talent Wars: How to Build a Lean, Flexible, High-Performance Workplace is the recent softcover edition of Tulgan's workplace classic. Read morePublished on December 19, 2002
I'm an educator who teaches in various independent and unconventional settings.I read Winning the Talent Wars because I loved Work This Way, and I wanted to hear what Tulgan was... Read morePublished on April 4, 2001
I would recommend this book to managers and employees alike. A lot of the changes in the workplace today, this book sheds light on in a whole new way. Read morePublished on February 2, 2001 by Heather Neely
"This is a fun book to read. With so many interesting and real-life examples, I found myself reading some sections of the book over and over again. Read morePublished on January 28, 2001 by Amazon Customer