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The
Talent Powered Organization: Strategies for Globalization,
Talent Management and High Performance , released in the United States this month,
is the latest book to tackle one of the most pressing and
challenging issues on executives’ agendas: winning the
battle for talent.
The book is a comprehensive
review of trends that are elevating talent management to the
top of the corporate agenda. Whether recruiting young
technicians from the developing world, retaining valuable
experience from an aging generation of employees, or
integrating Generation Y into the workforce, executives today
confront a maelstrom of management issues. Such problems bring
to mind a remark by Harold Macmillan, British Prime Minister
in the late 1950s. When asked what was the hardest thing about
his job, he replied: “Events, dear boy, events.”
This book provides examples of best practices and critical
imperatives for attracting, retaining, and multiplying talent
in the new global economy. Authored by three recognized
leaders in the field of talent management—Peter Cheese, Robert
J. Thomas and Elizabeth Craig, all from global management
consultancy Accenture—The Talent Powered Organization
is the first book in its field to provide a thorough and
holistic perspective on how to respond to these new challenges
on a global scale. The book offers numerous case studies that
illuminate every dimension of managing people, from defining
talent requirements and their critical links to business
strategy, to innovative ways of sourcing, building, and
deploying talent at the right time and in the right roles, and
to accounting for and measuring investments in talent.
Talent managers today must cope with a world of change and
contrast:
• Global abundance but local scarcity of talent • Fewer
young people and more older people, many heading rapidly
towards retirement • Rising demand for new skills
aggravated by demographic pressures and educational
shortcomings • New methods of working and new
relationships between users and suppliers of talent • More
diverse and remote or even virtual workforces with different
attitudes to work across the generations • Steady
change in the nature of work, with more people working in the
fuzzy world of information
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