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    Talent Force (Review and Analysis of Rueff and Stringer's Book)
    Talent Force (Review and Analysis of Rueff and Stringer's Book)
    Talent Force (Review and Analysis of Rueff and Stringer's Book)
    Ebook42 pages28 minutes

    Talent Force (Review and Analysis of Rueff and Stringer's Book)

    By BusinessNews Publishing

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    About this ebook

    The must-read summary of Rusty Rueff and Hank Stringer's book: "Talent Force: A New Manifesto for the Human Side of Business".

    This complete summary of the ideas from Rusty Rueff and Hank Stringer's book "Talent Force" shows how few businesses make the effort to create a true talent force, rather than a workforce. In their book, the authors explain that the people within an organisation will always be the differentiator, more than marketing, brand recognition or even its products. This summary presents specific strategies and techniques that every good business should use in order to align employees' talents with business processes.

    Added-value of this summary:
    • Save time
    • Understand key concepts
    • Expand your business knowledge

    To learn more, read "Talent Force" to discover why your employees are the biggest asset to your company and how you can benefit from them most.
    LanguageEnglish
    PublisherBusiness Book Summaries
    Release dateOct 28, 2014
    ISBN9782511019894
    Talent Force (Review and Analysis of Rueff and Stringer's Book)

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      Book preview

      Talent Force (Review and Analysis of Rueff and Stringer's Book) - BusinessNews Publishing

      Book Presentation: Talent Force

      by Rusty Rueff and Hank Stringer

      Book Abstract

      About the Author

      Important Note About This Ebook

      Summary of Talent Force

      (Rusty Rueff and Hank Stringer)

      1. Marketplace trends with regards to talent

      2. Responding to these trends – Create a talent plan

      3. Executing your talent plan

      Book Abstract

      MAIN IDEA

      Every business has a workforce but only relatively few companies ever make a serious attempt to develop a genuine talent force – putting the right talent in the right places at every key position in the organization. This is a mistake because it’s your people alone that differentiate your company – not your market position, your brand reputation or even your products or services. High quality talent has always been and always will be the key competitive differentiator.

      With this in mind, it’s time for companies to get serious about finding, recruiting, and then retaining high-quality performers. The engine room for this program will be this three-stage talent plan:

      Capture – talent relationships by using new Web-based technologies which attract the attention of the best talent through ongoing regular updates of the Web site and pushing your message.

      Nurture – talent by forming long-term relationships and by regularly providing them with information they will value.

      Qualify – match prospects with specific job openings they will be interested in, or build some bench strength so if one key person leaves, a suitable replacement will be available.

      "Your company might have 10, 50, 500, 1,000 or 20,000 people, but do you have the right talent in the right places at every key position in your company? Do you see your employees not as a collection of bodies, but as the best collection of talent for your business? In short, do you have a workforce or a talent force? Quality talent is always scarce. Even during the employer’s market of the past 50 years, there has been – and always will be –

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