The Talent Solution

A well thought through book written by a consultant with a vast amount of varied experience. The illustrative brief case studies were most helpful in understanding the thoughts, concepts, ideas and strategies. In a global economy where talent is an increasingly scarce resource, HR practitioners will find the book a very valuable resource to craft, adapt, adjust or align their practices to be more organisation and employee friendly. Mr Gubman strategic perspective of people in terms of organisational development and growth of people is indeed a very commendable effort and very insightful. The "Creating the Talent Solution" at the end of each chapter should provoke readers to critically look at their own organisation with a fresh perspective. It will help you draw a better road map in your talent search!

"This book is about why it's essential to connect strategy and people to manage talent, and more importantly, how to do it. It rests on three key concepts: alignment, engagement, and measurement. Alignment means pointing people in the right direction. Engagement means fostering commitment to your basic purpose and direction. Measurement means providing connected and balanced ways for your company and employees to keep score about how you are doing. When you do all three things, you will be managing your talent and company to achieve extraordinary results" (from the Introduction p.9).In this context, Edward L. Gubman introduces 'Improving Business Results with People (IBR) Model' used by Hewitt consultants as an alignment model. He argues that "The IBR model is designed to ensure you line up all the critical elements in talent management. If you pay attention to these pieces and execute them right, you will create alignment that enables you to achieve extraordinary business results" (p.32). Thus, he elaborates this model in more detailed throughout the book. The stages of the IBR model can be outlined as follows:1. 'Business Results and Strategies' describe the outcomes you are trying to achieve as a company and the strategies you are using to get there. Thus, he defines strong business results as:* great value for customers,* rewarding work situations for employees-including psychological, social, and financial rewards,* high returns for shareholders. (more detailed discussion see Chapter 2).2. 'Business Capabilities' refer to your distinctive abilities as an organization to use money, technology, information, people, and other resources to create a competitive advantage. He argues that "Your goal in developing these capabilities is to build unique abilities that competitors have difficulty copying so you have the advantage" (p.46).(more detailed discussion see Chapter 3).3. 'People Requirements' are the things you demand from people to exercise your capabilities-what you need from them to be successful. He describes these requirements as the Three Cs: culture, competencies, and contract, and argues that "These three are interrelated so it's hard to separate them completely" (p.57).(more detailed discussion see Chapter 4).4. 'Employee Priorities' are the 'bottom-up' of the equation. In this stage, he focuses on the changing nature of the employement relationship as a context for engaging employees, what engagement is and how you can increase it, and the psychology of engagement and change.(more detailed discussion see Chapters 9 to 11).5. 'Workforce Strategies' are the distinctive plans you have for acquiring, developing, deploying, and retaining your people for competitive advantage. He argues that "Smart companies build plans for their workforce just like they build plans for the other parts of their business" (p.75). Hence, he describes elements of a workforce strategy: (a).people requirement-the cultura

Mr. Gubman provides some of the best, most straight-forward information I have read on the subject. His simple, clear, discussion was extremely refreshing. His method of aligning the HR practice with Company strategy is excellent. I most enjoyed the little nuggets of wisdom located in the tables throughout the text. They are an superb summary of the text material for those with limited time or who decide to only scan the material.

Gubman's book is a must for leaders who are struggling with how to build the right workforce. It's an easy read full of real examples of what works today. With a bewildering amount of books out there on this issue the Talent Solution stands out for clarity and useful ideas. You won't go wrong on this one.

THE TALENT SOLUTION is the first book to lead the best companies into the new millenium. Gubman explains how the merger and acquisition strategy of the 80's; and the cost cutting (generally people) tactics of the 90's now needs another change. Both older strategies need to align a company's talent with the development of their people, and what they love to do, with their eagerness to serve shareholders and increase the value of their investment. What a simple idea! But most senior executives aren't prepared to address the harder job of developing talent...as incomprehensible as it seems, who's going to tackle this necessary task? Some companies are already in the race that aknowlede today's shortage of talent. Most are not. When we look back on the first years of the coming decade, it will likely be known as the decade of Organizational Effectiveness...in which the companies that attained extraordinary results...accomplished their goals by focusing their talent. THE TALENT SOLUTION is a must read for any manager, and all CEO's. I would very much like Gubman's team to work with any company I plan to invest in and I hope that his book becomes widely read, but most importantly, I hope managers will have the insight to implement his ideas.