The Differentiated Workforce: Translating Talent into Strategic Impact [NOOK Book]

Overview

Do you think of your company's talent as an investment to be managed like a portfolio? You should, according to authors Becker, Huselid, and Beatty, if you're interested in strategy execution.

Many companies fall into the trap of spending too much time and money on low performers, while high performers aren't getting the necessary resources, development opportunities, or rewards. In The Differentiated Workforce, the authors expand on their ...
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The Differentiated Workforce: Translating Talent into Strategic Impact

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Overview

Do you think of your company's talent as an investment to be managed like a portfolio? You should, according to authors Becker, Huselid, and Beatty, if you're interested in strategy execution.

Many companies fall into the trap of spending too much time and money on low performers, while high performers aren't getting the necessary resources, development opportunities, or rewards. In The Differentiated Workforce, the authors expand on their previous books, The HR Scorecard and The Workforce Scorecard, and recommend that you manage your workforce like a portfolio - with disproportionate investments in the jobs that create the most wealth. You'll learn to:

Rise above talent management "best practice" and instead create a differentiated workforce that can't be easily copied by competitors
Differentiate those capabilities in your company that are truly strategic
Identify your wealth-creating "A" positions
Create a new relationship between HR and line managers, and articulate the role each plays in a differentiated workforce strategy
Develop the right measures for your organization

Based on two decades of academic research and experience working with hundreds of executives, The Differentiated Workforce gives you the tools to translate your talent into strategic impact.
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Product Details

  • ISBN-13: 9781422135112
  • Publisher: Harvard Business Review Press
  • Publication date: 4/20/2009
  • Sold by: Barnes & Noble
  • Format: eBook
  • Pages: 242
  • Sales rank: 496,550
  • File size: 3 MB

Meet the Author

Brian E. Becker is a professor of human resources in the School of Management at SUNY Buffalo. Mark A. Huselid and Richard W. Beatty are professors of human resource management in the School of Management and Labor Relations at Rutgers University. Huselid and Beatty consult extensively in organizations and speak frequently to practitioners in the HR professional associations around the world.
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  • Posted December 20, 2012

    more from this reviewer

    Most firms agree that their employees are their ┬┐most important

    Most firms agree that their employees are their “most important asset,” but few firms use their people strategically in today’s “war for talent.” When you “differentiate” your workforce, you develop your best employees to fulfill your company’s strategic goals. Your job as a manager is to deploy talent as you would any other strategic resource – because that’s what it is. So instead of using across-the-board spending to educate and develop all workers, you are more likely to realize your strategic goals if you allocate more resources to develop the people with the highest potential. Differentiating means identifying the right employees to “train harder and advance faster.” Brian E. Becker and Mark A. Huselid (who co-wrote The HR Scorecard) and Richard W. Beatty (their co-author on The Workforce Scorecard) explain why a differentiated workforce strategy is crucial. Then they outline a step-by-step process for identifying which employees have strategic talent and for managing them to achieve your company’s goals. getAbstract recommends their tactical approach to workforce management to business owners and human resources professionals who are eager to make strategic use of their troops.

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