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Is your talent strategy a unique competitive advantage? As competition for top talent increases, companies must recognize that decisions about talent and its organization can have a significant strategic impact.
Beyond HR shows how organizations can uncover distinctive talent contributions, strategically differentiate their HR practices and metrics, and more optimally allocate talent to create value. Illustrations from companies such as Disney, Boeing, and Corning describe a new decision science called Talentship, that reveals opportunities by identifying strategy pivot points and the optimal talent and organization decisions that address them.
A unique framework helps readers identify their own distinctive strategic pivot points and connect them to talent decisions, showing how today’s “HR” can evolve to fulfill its potential as a source of strategic advantage.
|Publisher:||Harvard Business Review Press|
|Product dimensions:||6.40(w) x 9.60(h) x (d)|
Table of Contents
Preface and Acknowledgments ix
The Essential Evolution: Personnel, Human Resources, Talentship 1
A Decision Science Applied to Talent: Understanding the Necessary Components 25
The HC BRidge Framework: Pivot-Points in Impact, Effectiveness, and Efficiency 47
Impact in Strategy Analysis: Finding the Strategy Pivot-Points 71
Impact in Organization and Talent: Linking Strategic Pivot-Points to Structures and Roles 97
Effectiveness in Performance and Potential: Aligning Pivotal Interactions and Actions Through Culture and Capacity 119
Effectiveness in Policies and Practices: Creating the Strategic Portfolio of Talent Programs 141
Efficiency in Organization and Talent Investments: Acquiring and Deploying Resources to Optimize the Talent Portfolio 169
Talent Measurement and Analytics: Beyond Measures to the LAMP 187
Making Talentship Work: How the HR Evolution Becomes a Practical Reality 215
About the Authors 257
Most Helpful Customer Reviews
John W. Boudreau and Peter M. Ramstad say that companies need to transform their human resource (HR) function into a strategic resource, and compete for talent using HR as a ¿decision science.¿ The tactical skill they call ¿talentship¿ is a management approach that enables firms to understand the strategic nature of their employee base and to build value through the way they handle people. Using their human capital decision-making framework (¿HC BRidge¿) and examples from companies as diverse as Disney, McDonalds, Boeing and Williams-Sonoma, they explain that leaders inside and outside of HR must be aware of their competitive talent ¿pivot points.¿ Though on the dry side, this targeted book will give you a more energetic vision of what HR can become. We recommend it to HR professionals who want a practical, actionable framework for implementing talent-oriented ideas.