When Rusty Rueff was in charge of human resources at Electronic Arts (EA), the top global video game company, his skills made him a recognized leader in talent management. Today, Rueff uses those same skills as the CEO of a copyright management firm. In Talent Force, he and Hank Stringer, the CEO of Q Talent Partners and founder of Hire.com, tell other company leaders what they need to know about the people who keep them in business.
First, they explain that building great teams should be the highest priority of every company, and great teams require talented people who have the specific skills and know-how to get the job done. They add that talented employees must get the resources they need, such as money, people, time and executive support, and strong feedback mechanisms that can help them track their results so they can quickly change course when necessary. As advocates of building teams by putting talented people in the right place at the right time, the authors explain that “great teams must be empowered with the freedom and flexibility to find and execute great solutions — and do it now.”
In Talent Force, the authors describe how company leaders can find, attract and retain high-quality talent for today's global economy. They explain that by working to recognize, attain, nurture and develop the spectrum of talent in an organization, leaders will be able to realize the true potential of the organization and make it more successful.
To remain competitive, the authors write, every organization must create a plan to get the right talent and ensure that talent is available for the work that needs to be done today and in the future. By showing the talent market demands around the globe, the authors explore the evolving demographics, technologies and economies that create challenges and opportunities for companies in their search for quality talent. They point out that certain industries worldwide are moving toward a talent shortage, including medicine and many other science-related disciplines. They predict that the United States will see local shortages of talent in technology, accounting and finance industries, as well as in jobs that require science and math expertise. The authors add that the market for skilled, educated, high-quality talent always remains competitive.
Once the authors have described their vision for the future of companies and their need for high-quality talent, they show company leaders how their strategic recruiting capabilities can become a critical component of their business. After showing them how others have developed long-term goals and adopted a more strategic approach to attracting and retaining the best people, the authors outline the role of the “Chief Talent Officer.”
The authors write that if a company wants to ensure its success, it must have a strategic integration point person for its talent objectives. This Chief Talent Officer, the authors explain, ensures “that the talent organization is empowered with the responsibility, knowledge and tools to add strategic value to the business and achieve bottom-line results.” To be successful, they add, this person should be an executive, be respected in the organization, possess a strong business background, have CEO support and be able to communicate directly with other department leaders.
Next, the authors describe the roles of the people who will support this executive. These roles include the recruiter who “sells” the company's employment experience with compelling messages, the administrator who keeps tabs on everything, the technologist who can implement the company's employment messages online and the data analyst who ensures the company is reaching the right people with the right messages. The authors point out that Novotus, for example, uses these roles to recruit talent for its client companies. While demonstrating how the roles interact, the authors show HR leaders how excellent processes and technology can support a team environment.
A section that describes how companies can create the right talent brand offers the interconnections that need to be made between a company's marketing team and its recruiters. To determine the compelling link between the company, its philosophies, goals, principles and talent, the authors urge company leaders to ask themselves, “What is the essence of the company, and what is it about that essence that makes candidates feel like they want to be part of it all?”
Why We Like This Book
Talent Force explains more than the creation of a new executive role for HR leaders: It also describes the competitive advantage that relationship recruiting creates. Although the technology of automatic applicant filters is discussed, the authors write that the human element must remain in the screening process. By outlining the attributes of great recruiters and the new resources they can use, the authors build a firm foundation for talent success. Copyright © 2006 Soundview Executive Book Summaries