Talent Management

Showing 41-60 of 64

012-Technology-500

Learning From the Internet Giants

Many companies have struggled to design IT systems, databases and content repositories that provide their employees with easily accessible and relevant information. The authors urge organizations to emulate the strategies of Google, eBay and Amazon.com, whose core competence is based upon making it easy for customers to find what they want — quickly, accurately and usefully.

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020-Leading-your-team-500

The Hidden Leverage of Human Capital

In times of adversity, many organizations miss the opportunity to rethink their business model to optimize their positioning for the recovery ahead. Recessionary economies may not require re-engineering or moving noncore competencies outside the organization for greater efficiency. Oxman suggests four critical ways to prepare for economic recovery.

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03-Leading-your-team-500

Building Competitive Advantage Through People

Forget capital; it‘s relatively easy to obtain. The scarce, sought-after strategic resource is expertise, which comes in the form of employees. With people in ascendancy over capital, say the authors, it is time to recall what a company actually is: a social institution designed to engage people in the achievement of a valuable and meaningful purpose.

05-big-data-and-analytics-500

Intellectual Capital = Competence x Commitment

Commitment and competence are embedded in how each employee thinks about and does his or her work and in how a company is organized to accomplish work. This intellectual capital is, according to the author, a firm’s only appreciable asset. He outlines three ways to build employee commitment and five tools for increasing competence in a firm, site, business and plant.

Showing 41-60 of 64