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Talent Making People Your Competitive Advantage

Lawler Edward E.
Innbundet / 2008 / Engelsk

Produktdetaljer

ISBN
9780787998387
Publisert
2008-05-20
Utgiver
Vendor
Jossey-Bass Inc.,U.S.
Vekt
504 gr
Høyde
236 mm
Bredde
160 mm
Dybde
26 mm
Aldersnivå
P, 06
Språk
Product language
Engelsk
Format
Product format
Innbundet
Antall sider
304

Forfatter
Lawler Edward E.
Foreword by
Ulrich Dave

Om bidragsyterne

Edward E. Lawler III is director of the Center for Effective Organizations at the University of Southern California (USC) and distinguished professor in the USC Marshall School of Business. Named one of the country's leading management experts by BusinessWeek magazine, Lawler is the recipient of the top career achievement awards given by SHRM, ASTD, WorldatWork, and the Academy of Management. He is the author or coauthor of more than forty books, including The New American Workplace, HR Business Process Outsourcing, Treat People Right!, From the Ground Up, Rewarding Excellence, and most recently, Built to Change. His writings have appeared in the Harvard Business Review, Fortune, the Wall Street Journal, USA Today, and the Financial Times, as well as many academic journals.

Talent Making People Your Competitive Advantage

Lawler Edward E.
Innbundet / 2008 / Engelsk
Lawler Edward E.
Innbundet / 2008 / Engelsk
Nettpris:
377,-
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Sjekk lagerstatus i butikk

Voted "Best Book of 2008" in Human Capital, <i>Strategy + Business</i> "Some boards do have committees on human resources, but they typically focus on CEO and executive compensation and perhaps succession planning at the executive level, not on the overall talent strategy and effectiveness of the organization...What is needed is a human capital committee that addresses succession planning for senior management positions and the evaluation of the CEO and the top management team."--as excerpted from TALENT by Edward E. Lawler, III in <i>Directors & Boards</i> <p>"There was one chapter in Talent that I found to be really new and interesting. That was the chapter about corporate boards and talent management. Often when we think about boards of directors we think about a room of former CEOs and finance guys who go over number and compliance issues. That's pretty much what Lawler has found in his research as well. But if a company wants to really use its people as its competitive advantage, then these boards of directors have to be informed on the talent management issues within the company. Not only that, but at least some of these board members should have some HR expertise--which according to Lawler's research, is a pretty rare occurrence."--<i>Workforce Management</i></p> <p>"In his book--for those who wish to proceed with HC-centricity--Lawler describes the steps involved in building talent-based organizations. Through generous case studies of companies from Whole Foods to BMW to Siebel Systems, Lawler outlines ways of achieving HC-centric management through approaches he labels 'high involvement' or 'global competitor."--<i>HR Magazine</i></p> <p>"Lawler presents visionary information and examples that any organization can take pieces from. As a whole, Talent is a thought-provoking read. More importantly it is a practical book. Anytime the reader starts to say to him or herself "yeah right, that would never work" Lawler responds with an acknowledgment of the practicalities and support for optimism. If Lawler’s prediction that more companies will turn towards HC-centric organizations then it would be wise to read this book now." <i>--The Employment File, 6/10/2008</i></p> <p>"A lot of people know a little about <i>Talent.</i> Ed Lawler knows a lot! In fact, he may know more about this topic than anyone I know!"</p> <p>"There is no better person to provide advice on <i>Talent</i> than Ed Lawler!"</p> <p>"The world’s authority on HR systems – he shows you how to change the people equation in your company!" – Marshall Goldsmith is the <i>New York Times</i> best selling author of <i>What Got You Here Won’t Get You There –</i> the Harold Longman Award Best Business Book of 2007.</p>

The source of competitive advantage has shifted in many organizations from reliability to innovation and flexibility. But what does it take for an organization that innovates to then manage effectively? In this follow-up to Built to Change, Ed Lawler argues that it is a combination of the right structure and the right people. First, organizations must decide what structure they are: are you a high-involvement organization that has products and services that require a high level of coordination and cooperation among employees? Or do you have a more global competitor structure in which you are constantly bringing in new talent and technological expertise? Are you a mixture of both? Lawler outlines the unique human capital strategy for each approach, shows what it looks like in action, and provides the foundation and tools for creating competitive and innovative organizations.
Les mer
The source of competitive advantage has shifted in many organizations from reliability to innovation and flexibility. But what does it take for an organization that innovates to then manage effectively? In this follow-up to Built to Change, Ed Lawler argues that it is a combination of the right structure and the right people.
Les mer
Foreword vii Dave Ulrich Preface xv 1 Talent Matters 1 2 Making the Right Management Choice 14 3 Designing Organizations 36 4 Managing Talent 63 5 Managing Performance 99 6 Information and Decision Making 126 7 Reinventing HR 151 8 Governing Corporations 175 9 Leading 196 10 Managing Change 220  Epilogue 237  Notes 243  References 255  The Author 261  Index 263
Les mer
TALENT In today's global business environment, it is more and more difficult to gain a competitive edge, but it is not impossible. Talent, potentially the most powerful source of competitive advantage, is available. But how should organizations be designed to make talent their key source of competitive advantage? In this follow-up to his best-selling book Built to Change, Ed Lawler shows how organizations can combine the right organization design, management practices, and talent to gain a critical performance edge. Talent offers a blueprint that succinctly maps out the best approach to organizing and leading a talent-focused organization. The organizational features needed to create a talent-focused organization are identified and their operation explained. Special attention is paid to: LeadershipCorporate boardsTalent managementPerformance managementInformation and decision making Lawler shows how organizations can determine which talent-focused management approach best fits their business: a high-involvement approach that has long-term employment relationships and a high level of employee involvement in decision making, or a global-competitor approach where there is a constant influx of new talent and technological expertise. Drawing from his expertise and providing insights into today's most innovative companies, Lawler describes the human capital strategy and organization design for each approach. He provides the foundation and tools for creating effective and innovative organizations. A timely, much-needed resource, Talent defines how companies can be managed for competitive advantage today.
Les mer
Voted "Best Book of 2008" in Human Capital, Strategy + Business "Some boards do have committees on human resources, but they typically focus on CEO and executive compensation and perhaps succession planning at the executive level, not on the overall talent strategy and effectiveness of the organization...What is needed is a human capital committee that addresses succession planning for senior management positions and the evaluation of the CEO and the top management team."--as excerpted from TALENT by Edward E. Lawler, III in Directors & Boards "There was one chapter in Talent that I found to be really new and interesting. That was the chapter about corporate boards and talent management. Often when we think about boards of directors we think about a room of former CEOs and finance guys who go over number and compliance issues. That's pretty much what Lawler has found in his research as well. But if a company wants to really use its people as its competitive advantage, then these boards of directors have to be informed on the talent management issues within the company. Not only that, but at least some of these board members should have some HR expertise--which according to Lawler's research, is a pretty rare occurrence."--Workforce Management "In his book--for those who wish to proceed with HC-centricity--Lawler describes the steps involved in building talent-based organizations. Through generous case studies of companies from Whole Foods to BMW to Siebel Systems, Lawler outlines ways of achieving HC-centric management through approaches he labels 'high involvement' or 'global competitor."--HR Magazine "Lawler presents visionary information and examples that any organization can take pieces from. As a whole, Talent is a thought-provoking read. More importantly it is a practical book. Anytime the reader starts to say to him or herself "yeah right, that would never work" Lawler responds with an acknowledgment of the practicalities and support for optimism. If Lawler’s prediction that more companies will turn towards HC-centric organizations then it would be wise to read this book now." --The Employment File, 6/10/2008 "A lot of people know a little about Talent. Ed Lawler knows a lot! In fact, he may know more about this topic than anyone I know!" "There is no better person to provide advice on Talent than Ed Lawler!" "The world’s authority on HR systems – he shows you how to change the people equation in your company!" – Marshall Goldsmith is the New York Times best selling author of What Got You Here Won’t Get You There – the Harold Longman Award Best Business Book of 2007.
Les mer

Relaterte produkter

Voted "Best Book of 2008" in Human Capital, <i>Strategy + Business</i> "Some boards do have committees on human resources, but they typically focus on CEO and executive compensation and perhaps succession planning at the executive level, not on the overall talent strategy and effectiveness of the organization...What is needed is a human capital committee that addresses succession planning for senior management positions and the evaluation of the CEO and the top management team."--as excerpted from TALENT by Edward E. Lawler, III in <i>Directors & Boards</i> <p>"There was one chapter in Talent that I found to be really new and interesting. That was the chapter about corporate boards and talent management. Often when we think about boards of directors we think about a room of former CEOs and finance guys who go over number and compliance issues. That's pretty much what Lawler has found in his research as well. But if a company wants to really use its people as its competitive advantage, then these boards of directors have to be informed on the talent management issues within the company. Not only that, but at least some of these board members should have some HR expertise--which according to Lawler's research, is a pretty rare occurrence."--<i>Workforce Management</i></p> <p>"In his book--for those who wish to proceed with HC-centricity--Lawler describes the steps involved in building talent-based organizations. Through generous case studies of companies from Whole Foods to BMW to Siebel Systems, Lawler outlines ways of achieving HC-centric management through approaches he labels 'high involvement' or 'global competitor."--<i>HR Magazine</i></p> <p>"Lawler presents visionary information and examples that any organization can take pieces from. As a whole, Talent is a thought-provoking read. More importantly it is a practical book. Anytime the reader starts to say to him or herself "yeah right, that would never work" Lawler responds with an acknowledgment of the practicalities and support for optimism. If Lawler’s prediction that more companies will turn towards HC-centric organizations then it would be wise to read this book now." <i>--The Employment File, 6/10/2008</i></p> <p>"A lot of people know a little about <i>Talent.</i> Ed Lawler knows a lot! In fact, he may know more about this topic than anyone I know!"</p> <p>"There is no better person to provide advice on <i>Talent</i> than Ed Lawler!"</p> <p>"The world’s authority on HR systems – he shows you how to change the people equation in your company!" – Marshall Goldsmith is the <i>New York Times</i> best selling author of <i>What Got You Here Won’t Get You There –</i> the Harold Longman Award Best Business Book of 2007.</p>

The source of competitive advantage has shifted in many organizations from reliability to innovation and flexibility. But what does it take for an organization that innovates to then manage effectively? In this follow-up to Built to Change, Ed Lawler argues that it is a combination of the right structure and the right people. First, organizations must decide what structure they are: are you a high-involvement organization that has products and services that require a high level of coordination and cooperation among employees? Or do you have a more global competitor structure in which you are constantly bringing in new talent and technological expertise? Are you a mixture of both? Lawler outlines the unique human capital strategy for each approach, shows what it looks like in action, and provides the foundation and tools for creating competitive and innovative organizations.
Les mer
The source of competitive advantage has shifted in many organizations from reliability to innovation and flexibility. But what does it take for an organization that innovates to then manage effectively? In this follow-up to Built to Change, Ed Lawler argues that it is a combination of the right structure and the right people.
Les mer
Foreword vii Dave Ulrich Preface xv 1 Talent Matters 1 2 Making the Right Management Choice 14 3 Designing Organizations 36 4 Managing Talent 63 5 Managing Performance 99 6 Information and Decision Making 126 7 Reinventing HR 151 8 Governing Corporations 175 9 Leading 196 10 Managing Change 220  Epilogue 237  Notes 243  References 255  The Author 261  Index 263
Les mer
TALENT In today's global business environment, it is more and more difficult to gain a competitive edge, but it is not impossible. Talent, potentially the most powerful source of competitive advantage, is available. But how should organizations be designed to make talent their key source of competitive advantage? In this follow-up to his best-selling book Built to Change, Ed Lawler shows how organizations can combine the right organization design, management practices, and talent to gain a critical performance edge. Talent offers a blueprint that succinctly maps out the best approach to organizing and leading a talent-focused organization. The organizational features needed to create a talent-focused organization are identified and their operation explained. Special attention is paid to: LeadershipCorporate boardsTalent managementPerformance managementInformation and decision making Lawler shows how organizations can determine which talent-focused management approach best fits their business: a high-involvement approach that has long-term employment relationships and a high level of employee involvement in decision making, or a global-competitor approach where there is a constant influx of new talent and technological expertise. Drawing from his expertise and providing insights into today's most innovative companies, Lawler describes the human capital strategy and organization design for each approach. He provides the foundation and tools for creating effective and innovative organizations. A timely, much-needed resource, Talent defines how companies can be managed for competitive advantage today.
Les mer
Voted "Best Book of 2008" in Human Capital, Strategy + Business "Some boards do have committees on human resources, but they typically focus on CEO and executive compensation and perhaps succession planning at the executive level, not on the overall talent strategy and effectiveness of the organization...What is needed is a human capital committee that addresses succession planning for senior management positions and the evaluation of the CEO and the top management team."--as excerpted from TALENT by Edward E. Lawler, III in Directors & Boards "There was one chapter in Talent that I found to be really new and interesting. That was the chapter about corporate boards and talent management. Often when we think about boards of directors we think about a room of former CEOs and finance guys who go over number and compliance issues. That's pretty much what Lawler has found in his research as well. But if a company wants to really use its people as its competitive advantage, then these boards of directors have to be informed on the talent management issues within the company. Not only that, but at least some of these board members should have some HR expertise--which according to Lawler's research, is a pretty rare occurrence."--Workforce Management "In his book--for those who wish to proceed with HC-centricity--Lawler describes the steps involved in building talent-based organizations. Through generous case studies of companies from Whole Foods to BMW to Siebel Systems, Lawler outlines ways of achieving HC-centric management through approaches he labels 'high involvement' or 'global competitor."--HR Magazine "Lawler presents visionary information and examples that any organization can take pieces from. As a whole, Talent is a thought-provoking read. More importantly it is a practical book. Anytime the reader starts to say to him or herself "yeah right, that would never work" Lawler responds with an acknowledgment of the practicalities and support for optimism. If Lawler’s prediction that more companies will turn towards HC-centric organizations then it would be wise to read this book now." --The Employment File, 6/10/2008 "A lot of people know a little about Talent. Ed Lawler knows a lot! In fact, he may know more about this topic than anyone I know!" "There is no better person to provide advice on Talent than Ed Lawler!" "The world’s authority on HR systems – he shows you how to change the people equation in your company!" – Marshall Goldsmith is the New York Times best selling author of What Got You Here Won’t Get You There – the Harold Longman Award Best Business Book of 2007.
Les mer

Produktdetaljer

ISBN
9780787998387
Publisert
2008-05-20
Utgiver
Vendor
Jossey-Bass Inc.,U.S.
Vekt
504 gr
Høyde
236 mm
Bredde
160 mm
Dybde
26 mm
Aldersnivå
P, 06
Språk
Product language
Engelsk
Format
Product format
Innbundet
Antall sider
304

Forfatter
Lawler Edward E.
Foreword by
Ulrich Dave

Om bidragsyterne

Edward E. Lawler III is director of the Center for Effective Organizations at the University of Southern California (USC) and distinguished professor in the USC Marshall School of Business. Named one of the country's leading management experts by BusinessWeek magazine, Lawler is the recipient of the top career achievement awards given by SHRM, ASTD, WorldatWork, and the Academy of Management. He is the author or coauthor of more than forty books, including The New American Workplace, HR Business Process Outsourcing, Treat People Right!, From the Ground Up, Rewarding Excellence, and most recently, Built to Change. His writings have appeared in the Harvard Business Review, Fortune, the Wall Street Journal, USA Today, and the Financial Times, as well as many academic journals.

Relaterte produkter