Make Your People Before You Products

Your people hold the key to your business success Make Your People Before You Make Your Products is an authoritative guide to the evolution of talent management. Written specifically for HR professionals this book describes how organizations can gain a global competitive edge through better management of talent resources. With a practice-based philosophy, readers will learn more effective talent management strategies for a complex market in which people are often the only competitive advantage. Inclusivity is emphasized, and discussion centres on innovative, dynamic, fluid approaches to talent acquisition, development, and retention. In today's market environment, talent has moved from audience to community while leadership has shifted from control to empowerment. Traditional, linear approaches to talent management are falling short, and directing resources solely to senior management and HIPOs is no longer a valid strategy. This book provides practical guidance on more modern approaches, helping organizations to: Attract and retain the best talent by expanding talent resource management Augment traditional management methods with more dynamic techniques Develop a talent strategy that recognizes the new diversity of supply and demand Consider the evolving roles of talent and leadership in a global context Contextual changes in workplace dynamics necessitate an updated approach for keeping the best people on board and using them to their utmost potential. Talent management is a driving force behind an organization's success, affecting outcomes by every major metric – if the strategy becomes stale, success is no longer sustainable. Make Your People Before You Make Your Products is guide toward developing an organization's greatest asset.

"The world of management is full of fads whether it is TQM, business process reengineering, six sigma, employee engagement or in this case talent management. Loads of people have jumped on the talent bandwagon but the majority of this is a rehashing of the same old same old. Paul Turner and Danny Kalman have brought some refreshing challenges to the field. They challenge us to look at talent management not as a concept in itself, a solution looking for a problem, but as a response to changes in the external context (the scarcity of many key technical skills, the changing expectations of different generations, globalization, the creation of transparency through technology, etc) and more importantly in the internal context of each specific organization. They challenge us to ask what question talent is the answer to. They challenge us to integrate talent into the strategy process and how we think about value creation and the future of our organizations, owned by the CEO not as a standalone HR activity. Unlike many academic studies the book not only looks at the problem as a theory but also provides practical examples of how leading organizations across the world are addressing these challenges." ¿Professor Nick Holley, Director of the Centre for HR Excellence at Henley Business School "Clearly, human resources drive business success. However, most firms struggle to translate this principle into real performance improvement. All leaders will gain from this practical guide for managing talent strategically in global and changing contexts to foster sustained competitive advantage." ¿Professor Kulwant Singh, National University of Singapore Business School