Talent Wins” by Dr.Ram Charan, Dominic Barton, Dennis Carey
Most executives today recognize the competitive advantage of human capital, and yet the talent practices their organizations use are stuck in the twentieth century.
Typical talent-planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organizations have become more fluid--and business strategy is no longer about planning years ahead but about sensing and seizing new opportunities and adapting to a constantly changing environment--companies must deploy talent in new ways to remain competitive.
Turning conventional views on their heads, talent and leadership experts Ram Charan, Dominic Barton, and Dennis Carey provide leaders with a new and different playbook for acquiring, managing, and deploying talent--for today's agile, digital, analytical, technologically driven strategic environment--and for creating the HR function that business needs. Filled with examples of forward-thinking companies that have adopted radical new approaches to talent (such as ADP, Amgen, BlackRock, Blackstone, Haier, ING, Marsh, Tata Communications, Telenor, and Volvo), as well as the juggernauts and the startups of Silicon Valley, this book shows leaders how to bring the rigor that they apply to financial capital to their human capital--elevating HR to the same level as finance in their organizations.
Providing deep, expert insight and advice for what needs to change and how to change it, this is the definitive book for reimagining and creating a talent-driven organization that wins.
Happy reading & Learning
“Can a good company become a great company, and, if so, how?” As managers of non-profit programs, we don’t have formal training in the skills of management. Come with us on a journey to see how the principles outlined in the book, “Good to Great” can help you achieve your objectives.
Talent Wins” by Dr.Ram Charan, Dominic Barton, Dennis Carey
Most executives today recognize the competitive advantage of human capital, and yet the talent practices their organizations use are stuck in the twentieth century.
Typical talent-planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organizations have become more fluid--and business strategy is no longer about planning years ahead but about sensing and seizing new opportunities and adapting to a constantly changing environment--companies must deploy talent in new ways to remain competitive.
Turning conventional views on their heads, talent and leadership experts Ram Charan, Dominic Barton, and Dennis Carey provide leaders with a new and different playbook for acquiring, managing, and deploying talent--for today's agile, digital, analytical, technologically driven strategic environment--and for creating the HR function that business needs. Filled with examples of forward-thinking companies that have adopted radical new approaches to talent (such as ADP, Amgen, BlackRock, Blackstone, Haier, ING, Marsh, Tata Communications, Telenor, and Volvo), as well as the juggernauts and the startups of Silicon Valley, this book shows leaders how to bring the rigor that they apply to financial capital to their human capital--elevating HR to the same level as finance in their organizations.
Providing deep, expert insight and advice for what needs to change and how to change it, this is the definitive book for reimagining and creating a talent-driven organization that wins.
Happy reading & Learning
“Can a good company become a great company, and, if so, how?” As managers of non-profit programs, we don’t have formal training in the skills of management. Come with us on a journey to see how the principles outlined in the book, “Good to Great” can help you achieve your objectives.
You can no longer count on a return to “ Normal” competitive conditions. The business world is flat, with capital & knowledge able to move anywhere instantly. Brands are losing value, regulations are increasing and competitors can come out anywhere. Filtered information, Selective hearing, Wishful thinking, Fear and Emotional over investment can all act to prevent an organization from Confronting and dealing with reality.
As a way to understand reality, the authors put a high premium on business savvy- the ability to understand the fundamentals of a business, and the connections between them. The book presents a model and process to help leaders learn business savvy to recognize the position of their business in wider external realities and to take action based on that understanding.
Full recording: http://bit.ly/1mcEgQD
This slideshare shows why our employees are often be distracted and how to get them back on track. By looking at what drives employee engagement, your teams will learn how to "be in the zone" more often.
This is the presentation designed for the guest lecturing on 'Strategic HRM' at Moray House School of Education, University of Edinburgh in Nov. 2010. The content was prepared by Bing Wu Berberich (previously known as Bing Tate).
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
If the focus of corporate strategy is to create a sustained competitive advantage, then the focus of HR is to maximize its contribution to that advantage through its architecture.
This presentation explains how human resources managers can make the maximum contribution toward establishing value for your company and its shareholders.
Behavioral Theories Of Leadership Powerpoint Presentation SlidesSlideTeam
Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly. Good habits evolve with our Behavioral Theories Of Leadership Powerpoint Presentation Slides. They are based on the best customs. https://bit.ly/3yJHgK0
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
Talent management is a critical business activity and must be a top priority for all managers in an organization - from line supervisors to the CEO. Partnering with Human Resources and Recruiting professionals will drive efficiencies and effectiveness in the process, but the primary responsibility lies with organizational leaders who must embrace a talent management mindset.
An integrated and comprehensive approach to managing talent includes forecasting and workforce planning, sourcing and developing employees, maintaining an environment where employees are committed and engaged, and providing opportunities for growth and development designed to retain high performers. In order to drive success, the talent management strategy must be fully integrated and aligned with business processes and organizational strategy.
You can no longer count on a return to “ Normal” competitive conditions. The business world is flat, with capital & knowledge able to move anywhere instantly. Brands are losing value, regulations are increasing and competitors can come out anywhere. Filtered information, Selective hearing, Wishful thinking, Fear and Emotional over investment can all act to prevent an organization from Confronting and dealing with reality.
As a way to understand reality, the authors put a high premium on business savvy- the ability to understand the fundamentals of a business, and the connections between them. The book presents a model and process to help leaders learn business savvy to recognize the position of their business in wider external realities and to take action based on that understanding.
Full recording: http://bit.ly/1mcEgQD
This slideshare shows why our employees are often be distracted and how to get them back on track. By looking at what drives employee engagement, your teams will learn how to "be in the zone" more often.
This is the presentation designed for the guest lecturing on 'Strategic HRM' at Moray House School of Education, University of Edinburgh in Nov. 2010. The content was prepared by Bing Wu Berberich (previously known as Bing Tate).
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
If the focus of corporate strategy is to create a sustained competitive advantage, then the focus of HR is to maximize its contribution to that advantage through its architecture.
This presentation explains how human resources managers can make the maximum contribution toward establishing value for your company and its shareholders.
Behavioral Theories Of Leadership Powerpoint Presentation SlidesSlideTeam
Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly. Good habits evolve with our Behavioral Theories Of Leadership Powerpoint Presentation Slides. They are based on the best customs. https://bit.ly/3yJHgK0
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
Talent management is a critical business activity and must be a top priority for all managers in an organization - from line supervisors to the CEO. Partnering with Human Resources and Recruiting professionals will drive efficiencies and effectiveness in the process, but the primary responsibility lies with organizational leaders who must embrace a talent management mindset.
An integrated and comprehensive approach to managing talent includes forecasting and workforce planning, sourcing and developing employees, maintaining an environment where employees are committed and engaged, and providing opportunities for growth and development designed to retain high performers. In order to drive success, the talent management strategy must be fully integrated and aligned with business processes and organizational strategy.
Reinventing your leadership team involves assessing and updating the composition, structure, and practices of your organization's top leaders to drive growth, innovation, and success. This can involve a variety of changes, such as reorganizing departments, adding new leaders with diverse skill sets, or updating the company's leadership philosophy. Here are some steps to help you reinvent your leadership team:
Assess Current Performance: Take an objective look at your current leadership team and identify areas for improvement. Consider factors such as communication, collaboration, and decision-making processes.
Define Your Goals: Clearly define what you want to achieve through the reinvention process. Consider your company's mission, goals, and values, and align your leadership team accordingly.
Evaluate Skillsets: Evaluate the skillsets of your current leaders and identify any gaps that need to be filled. Consider bringing in new leaders with diverse backgrounds and perspectives to help drive innovation and growth.
Foster Collaboration: Encourage collaboration and teamwork among your leadership team. Foster open communication, encourage idea sharing, and provide opportunities for cross-functional problem-solving.
Foster a Culture of Learning: Encourage continuous learning and development for your leadership team. Provide opportunities for professional development, coaching, and mentorship to help leaders stay up-to-date with industry trends and best practices.
By taking these steps, you can successfully reinvent your leadership team and drive long-term success for your organization.
As per PTU's MBA HRM Syllabus Unit No. 1: Human Resources Management: Meaning, Scope, Objective, Functions, Roles and Importance. Interaction with other functional areas. HRM &HRD a comparative analysis. Human Resource Management practices in India.
Human Resource Planning: Meaning & Concept, Process and importance, Methods of Human Resources Planning, Importance of HRIS.
Job Analysis, Job Description, Job Specification & Job Evaluation – Meaning, Concepts and Methods.
Building the High Performance Workforce (Part 1)G&A Partners
This two part series examines the HR trends driving today’s most engaged employees and the successful companies where they work. Follow the building process from talent selection, career development to employee engagement. Learn the strategies that high performing companies are implementing to win the talent revolution.
This webinar was posted on April 26, 2012 and presented by Jose Laurel, Director Client Advisory at G&A Partners.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
2. Wisdom of 3 Leaders
• Ram Charan , HR Thinker ; Dominic Barton,
Former Managing Partner of McKinsey and Dennis
Carey Former Vice Chairman of Kornferry have
collaborated to bring out this insightful play book
for CEOs, CFOs, & CHROs and all those aspiring
to be one.
• As the blurb says “ This is a definitive book for
reimagining and creating a talent-driven
organization that wins”
• This interesting interview with Dominic Barton
made me read the book :
https://work.qz.com/1259950/mckinsey-co-chief-
dominic-barton-on-talent-management-and-the-
future-of-hr/
3. CEO Drives Talent Strategy
• This book has been targeted at the CEO,
because CEO is the only one who can rally the
entire work force behind a talent first
organization.
• The central premise of talent driven company is :
Talent drives strategy as opposed to strategy
dictating to talent. The Authors say that talent
must move to the forefront of CEO thinking,
before strategy, before numbers and before
anything else.
4. CEO as a Coach
• Being a CEO of a talent led organization, is like
being the coach of a professional basketball team
• CEO job is to help the greatest talent in the
organization to be as creative and successful, as
they can be.
• While CEOs should closely monitor talent , they
should also constantly be thinking about who could
replace the top talent , if there is an attrition.
5. CEO Characteristics
• Successfully leading a talent first company
requires the CEO to have :
- agility
- ability to foster collaboration
- calm decisiveness in the face of uncertainty
- transparency
- faith.
• CEO should have enough ego to be comfortable
with making the hardest decisions and enough
humility to defer to the brilliance of other people.
6. Loose Control Step-By-Step
• Running a talent driven company means, living with
an idea that talent will determine the direction and
strategy of the organization.
• As HAIER’s CEO Zhang Ruimin has said the goal is
to “loose control step by step”
7. Book backed by Practical
Examples
• Filled with examples of forward thinking
companies that have adopted new approaches to
talent (such as ADP, Amgen, Blackrock,
Blackstone, Haier, Tata Telecommunications,
ING, Telenor & VOLVO).
• This book shows leaders how to bring the rigor
that they apply to financial capital to their human
capital thereby elevating HR to the same level as
finance in their organizations.
8. • Forge the
tools of
transformation
.
• Energize the
board
• Design and
redesign
the work of
the org.
• Reinvent
HR
• Scale up individual
talent
• Create an M&A
strategy for
talent
• Drive the
talent
playbook
Playbook for Putting-People-
First
7 Step Process
9. Step -1 : Forge The Tools Of
Transformation
• Forge a “G3” – A group of three people consisting
of CEO, CFO and CHRO. This core executive
group will lead transformations. While CFO is
already a part of core, authors say CHROs also
should find a place on the table.
• Critical 2 Percent - Develop both a Roster of the
top talent in your company and a deep
understanding of those people. The Authors call
them “critical 2 percent”.
• Technology - Put in place “Talent Technology”
software applications that elevate your ability to
identify, recruit and support talent both inside and
outside your company.
10. Step 2 - Energize The Board
“Reintroduce”
Creating a talent first organization is a top down
revolution. Energizing the board is a 4 R process :
Reintroduce ; Reorganize, Reprioritize and Retell
• CEO needs to “Reintroduce” the CHRO and
ensures that the board sees CHRO as a
key partner who drives the creation of
value across the enterprises.
• Gaining the full respect of the board means
that the CHRO is a seasoned executive .
• Taking time to develop a good relationship
between your CHRO and Board makes both
the parties stronger allies in the
transformation journey.
11. Step 2 - Energize The Board
“Reorganize”
• Re-name Compensation Committee as Talent
Committee OR People Committee OR Management
Development and Compensation Committee.
• Such symbolic changes have wider implications in
the way the committee operates.
12. Step 2 - Energize The Board
“Reprioritize”
• Having renamed Compensation Committee as Talent
and Rewards Committee
• Having integrated CHRO into critical board
discussions
• The new agenda for the committee should be :
– CEO succession
– Health of the “Critical 2%” (Top Talent)
– Diversity
13. Step 2 - Energize The Board
“Retell”
• Break the disconnect and talk to the investors
about Talent & Strategy in that order
• Shifting to a story built around talent is a sign of
the times
• More and more the performance or career
peregrinations is having an impact on share prices
• The story is not about stars but stability brought
about by a good talent pipeline
• This story is not only for IT companies but for all
companies in all sectors
14. Step 3 – Design The Work Of
Organization - “Agility ”
• Agility is the backbone of talent first organization
• Creating horizontal and flexible structure connects
and multiplies talent.
• In most organizations - Work, decision making,
compensation, career paths, even who gets best
computer follows a vertical path. But hierarchy
can isolate and bury talent.
• If agility is the physical under pinning of a talent
driven enterprises, platforms are the structural
foundation. In this method traditional hierarchy
gives way to a market place that provides talent
and resources to a collection of teams that cut
across business lines and market segments.
15. Step 3 – Design The Work Of
Organization – “Make Work
Meaningful”
• Make work meaningful
• At both Facebook and Haier employees think
“Solutions” before “Profit”
• Solutions first approach forces company to define
its mission. Mission gives employees a greater
sense of the purpose of their employer
• Gallup has found that 30% of US employees are
engaged and 20% are actively disengaged.
• According to Gallup CEO this desire to find
meaning is the biggest shift he has seen in 30
years
• To make work meaningful , make employees a
central part of your transformation into a talent-
driven organization
16. Step 3 – Design The Work Of
Organization – “New Social
architecture”
• Team work, platforms and meaningful work
triggers a new social architecture.
• Measure specific management behaviour that
define the social architecture of a company.
• McKinsey uses an approach called the
Organizational Health Index (OHI) to measure the
social architecture of a company, and these
measurements are benchmarked against the
responses from over two million respondents at
1,500 companies.
17. Step 4 – Reinvent HR
• If talent is King - finding, recruiting, supporting
and developing that talent is mission critical work.
• True re-innovation of HR is made harder by the
fact that so many people have seen a parade of
weak HR initiatives, come and go.
• Only the CEO can convince that this re-invention
of HR is one that counts and turns the function
into a recruiting, developing, integrating value
creating force that it should naturally be.
• A Korn Ferry study of 7000 CHROs revealed that
83% worry that their HR organization lack the
talent to deliver on strategic priorities.
18. Step 4 – Reinvent HR
According to authors these should be
the characteristics of CHRO
• Excellence in judging people and matching top
performers to the job where they can add the
most value.
• Sixth sense for diagnosing how well or poorly an
organization is functioning ; and an intuitive
fairness that corrects or rewards the people
involved.
• Intellectual curiosity to search relentlessly for
outside talent and compare it with your own
talent.
• Leadership, preferably developed through
assignments in line businesses as well as in HR.
19. Step 4 – Reinvent HR
According to authors these should be the
characteristics of CHRO … (contd)
• The capacity and willingness to contribute as part
of G-3 on capital decisions in which talents can be
the difference between success and failure.
• No desire to accumulate power for prestige or ego.
• The courage to promote extraordinary young talent
over veterans ; to sustain and motivate an
organization in perpetual change, to speak with
candour and dis-agree heartily.
• Acuity and sensitivity to work in synch with CFO
20. Step 5 – Unleash Individual
Talent
Three steps needed to effectively scale up
skills of people:
• Make use of data analytic and new software to
calibrate top talent.
• Re-examine any part of talent developments that
is seen as once a year HR function and replace or
augment it with something that delivers
continuous enlightening feedback (Annual
Performance Reviews, career paths, Pay Scales
etc)
• Re-vamp your systems to keep everyone in the
company learning and updating their skills.
21. Step 6 – Create an M&A
Strategy for Talent
• The war for talent will get more competitive.
• Book talks about Volvo’s strategy for talent – go
outside the company (through M&A) to retool
company workforce for a transformational
initiative.
• Develop peripheral vision for Talent
– Remember the next technology break-through can
come from anywhere
– The delineation between industries is blurring
– Think Global. Recruitment is a Global endeavour now
• Think innovatively to acquire talent
22. Step 7 – CEO Drives Talent
Playbook
The operational check list for CEOs
• Hold weekly meetings with G3 to steer company.
• Stay constantly involved with those in your critical
2%.You should personally know them. You should
personally sponsor them. You should constantly be
looking outside the organization to add / replace,
in case of attrition.
• Put talent at the centre of board agenda right up
there with strategy and risk & compliance.
• When making any strategic move, support with
talent implications.
• Pay as much attention to developing and executing
the talent strategy as you do to product strategy
or competition