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TE AM FL Y SUCCESSFUL TALENT STRATEGIES This Page Intentionally Left Blank SUCCESSFUL TALENT STRATEGIES ACHIEVING SUPERIOR BUSINESS RESULTS THROUGH MARKET-FOCUSED STAFFING DAVID SEARS American Management Association New York • Atlanta • Brussels • Buenos Aires • Chicago • London • Mexico City San Francisco • Shanghai • Tokyo • Toronto • Washington, D.C Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019 Tel.: 212-903-8316 Fax: 212-903-8083 Web site: www.amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service If legal advice or other expert assistance is required, the services of a competent professional person should be sought Library of Congress Cataloging-in-Publication Data Sears, David, 1947– Successful talent strategies : achieving superior business results through market-focused staffing / David Sears p cm Includes index ISBN 0-8144-0746-3 (hardcover) Employees—Recruiting Employee selection Employee retention Strategic planning Personnel management I Title HF5549.5.R44 S43 2003 658.3⬘11—dc21 2003 David Sears All rights reserved Printed in the United States of America This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019 Printing number 10 2002007239 For Mary and Jennie This Page Intentionally Left Blank 䊔 C ONTENTS PART I TALENT S TRATEGIES A RE B USINESS S TRATEGIES 1: INTRODUCTION: THE CHANGING MARKET FOR TALENT When Talent Was King HR’s Strategic Opportunities Opportunities Ahead Plan of the Book Why Talent? 2: ‘‘GETTING’’ BUSINESS STRATEGY 27 Business Strategy Barriers The Role and Scope of Business Strategies Business Strategy Models New Business Strategy Landscape 3: VALUING TALENT 58 Working For/Belonging To The History of Talent Valuing Talent: Four Realities PART II BUILDING, DELIVERING, AND MEASURING TALENT STRATEGIES 4: TALENT STRATEGIES: SCANNING Talent Strategies Management Cycle Business Strategies 87 viii CONTENTS 5: TALENT STRATEGY BUILDING 114 Talent Strategy Components 6: TALENT FLOW STRATEGIES 142 Signature Talent Strategy Successes Talent Flow 7: TALENT ENGAGEMENT STRATEGIES 182 More Than ‘‘Being There’’ Talent Engagement Processes 8: MEASURING AND IMPROVING TALENT STRATEGIES 208 Measuring Value Creation Measurement Perspectives: Types, Stages, and Balanced Measures Talent Process Measures E p i l o g u e : W h o O w n s Ta l e n t S t r a t e g i e s ? 233 The Case for HR Index 241 PA R T I Talent Strategies Are Business Strategies ... MEASURING TALENT STRATEGIES 4: TALENT STRATEGIES: SCANNING Talent Strategies Management Cycle Business Strategies 87 viii CONTENTS 5: TALENT STRATEGY BUILDING 114 Talent Strategy Components 6: TALENT. .. FLOW STRATEGIES 142 Signature Talent Strategy Successes Talent Flow 7: TALENT ENGAGEMENT STRATEGIES 182 More Than ‘‘Being There’’ Talent Engagement Processes 8: MEASURING AND IMPROVING TALENT STRATEGIES. . .SUCCESSFUL TALENT STRATEGIES This Page Intentionally Left Blank SUCCESSFUL TALENT STRATEGIES ACHIEVING SUPERIOR BUSINESS RESULTS THROUGH