TATA
INFOTECH OFFICES 
Winning the war for leadership talent is much more than frenzied recruiting tactics. It's about the timeless principles of attracting, developing, and retaining highly talented managers.
Will the War for Talent Persist?
There are three fundamental forces fueling the war for talent: the irreversible shift from the Industrial Age to the Information Age, the intensifying demand for high-caliber managerial talent, and the growing propensity of people to switch from one company to another. Since these structural forces show no sign of abating, the war for managerial talent will be a defining feature of the business landscape for many years to come.
…and the Opportunity Awaits You
You can win the war for talent. Imagine doubling your recruiting effectiveness. Imagine developing more of your people to their fullest potential. Imagine cutting your unwanted attrition rate in half. Imagine having more top performers and fewer below-average performers in your talent pool. Imagine the performance punch you would get by doing these things. Imagine the competitive advantage you would achieve if you truly had better talent throughout the ranks of your organisation.
Responding aggressively to the war for talent will boost the performance of your organisation and make you a better leader as well.
Winning
the war for leadership talent is about much more than frenzied recruiting
tactics. It's about the timeless principles of attracting, developing,
and retaining highly talented managers ~ applied in bold new ways. And
it's about recognising the strategic importance of human capital because
of the enormous value that better talent creates.
|
The
Old Way
|
The
New Way
|
| HR is responsible for people management | All managers starting with the CEO, are accountable for strengthening their talent pool |
| We provide good pay and benefits | We shape our company, our jobs, even our strategy to appeal to talented people |
| Recruiting is like purchasing | Recruiting is like purchasing |
| We think development happens intraining programs | We fuel development primarilythrough stretch jobs, coaching, and mentoring |
| We treat everyone the same,and like to think that everyone is equally capable. | We affirm all our people,but invest differentiallyin our A, B, and C players |
Excerpted from The War for Talent published by Harvard Business School Press and marketed in India by Tata McGraw-Hill Publishing Company Limited.
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