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Misplaced Talent
A Guide to Making Better People Decisions
Joe Ungemah (Author)
9781119030942, Wiley
Hardback, published 28 July 2015
224 pages
23.1 x 15.8 x 2.5 cm, 0.408 kg
[The book] provides the best theory and practice as a foundation for you to refocus and redesign your own strategy so as to make better people decisions. (B2B Marketing, October 2015)
High-value talent management must be relevant to today's workplace Misplaced Talent takes a hard look at the cluttered field of Talent Management, and offers a clear guide to making better people decisions in any organization. Deliberately challenging practitioners to do more, this insightful discussion sorts through the tools and techniques developed over the last century to examine their true relevance to the modern workplace. You'll learn which activities show the greatest potential to improve the lives of employees and the organizations they work for, and identify which of your existing practices don't really add enough value to be worth the expenditure of time, money, and potentially lost talent. The author asks you to make up your own mind about which approaches work best for your own specific talent decisions, but provides the best theory and practice available today as a foundation upon which to formulate a more relevant strategy. In a world of big data, the potential to understand employees and react appropriately has never been greater. So why is Talent Management as an industry relying on outdated theory and practices? This book is a guide to bringing HR up to date, giving you the tools, techniques, and perspective you need to demonstrate more value to your organization. Fundamentally, not much has changed in what constitutes good people practice. Practitioners must demonstrate the value of Talent Management, but the solutions implemented often fall short of the rigor and discipline they deserve. Misplaced Talent provides the insight you need to refocus attention and engage your organization about the value of better people decisions.
Foreword ix Preface xiii Chapter 1. Frameworks 1 Origins of Job Analysis 2 The Art and Science of Job Analysis 8 Behavioral Simplicity 13 The Tradeoffs 17 The Good and Bad of Frameworks 21 Chapter 2. Talent Acquisition 27 More Than a Single Brand 29 Let’s Be Realistic 35 Compelling Themes 40 From Message to Market 46 How It’s Done 50 Chapter 3. Capability Assessment 57 Evaluating Value and Risk 59 Legal Requirements 66 Assessment by Interview 68 Knowledge, Skills, and Abilities 77 Work Simulations 88 Where to from Here? 94 Chapter 4. Psychometric Assessment 97 But First, an Experiment 98 Employee Needs 101 Personality Traits 104 Shared Values 112 Motivated Employees Are Engaged Employees 115 Changes in Motivation with Age and Generations 118 Restoring the Balance with Person-Environment Fit 122 Chapter 5. Employee Development 127 Psychological Contract 129 Assessment for Development 133 Developmental Challenges 140 Support Through Coaching and Mentoring 146 Moving Together or Apart 151 Chapter 6. Change 155 Breaking the Psychological Contract 157 Succession Planning 159 High Potentials and the Learning Agile 163 Driving Performance 168 Big Data and Monitoring Change 173 From a Balanced to a Transactional Contract 175 Conclusion 177 About the Author 181 Acknowledgments 183 Resources 185 Index 195
Subject Areas: Business & management [KJ]
