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Talent Force: A New Manifesto for the Human Side of Business

Talent Force: A New Manifesto for the Human Side of Business

Hank Stringer

Rusty Rueff

Vice President and Editor-in-Chief: Tim Moore
Acquisitions Editor: Paula Sinnott
Editorial Assistant: Susie Abraham
Development Editor: Russ Hall
Director of Marketing: John Pierce
International Marketing Manager: Tim Galligan
Cover Designer: Chuti Prasertsith
Managing Editor: Gina Kanouse
Project Editor: Kayla Dugger
Copy Editor: Keith Cline
Senior Indexer: Cheryl Lenser
Compositor: Interactive Composition Corporation
Manufacturing Buyer: Dan Uhrig

© 2006 by Rusty Rueff and Hank Stringer
Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458

Prentice Hall offers excellent discounts on this book when ordered in quantity for bulk purchases or special sales. For more information, please contact U.S. Corporate and Government Sales, 1-800-382-3419, corpsales@pearsontechgroup.com. For sales outside the U.S., please contact International Sales, 1-317-581-3793, international@pearsontechgroup.com.

Company and product names mentioned herein are the trademarks or registered trademarks of their respective owners.

All rights reserved. No part of this book may be reproduced, in any form or by any means, without permission in writing from the publisher.

Printed in the United States of America

First Printing

ISBN-10: 0-13-185523-9

Pearson Education LTD.
Pearson Education Australia PTY, Limited.
Pearson Education Singapore, Pte. Ltd.
Pearson Education North Asia, Ltd.
Pearson Education Canada, Ltd.
Pearson Educatión de Mexico, S.A. de C.V.
Pearson Education—Japan
Pearson Education Malaysia, Pte. Ltd.

Library of Congress Cataloging-in-Publication Data

Stringer, Hank.
   A new manifesto for the human side of business / by Hank Stringer
and Rusty Rueff.
    p. cm.
  ISBN 0-13-185523-9
  1. Manpower planning. 2. Employees—Recruiting. 3. Employee
retention.  I. Rueff, Rusty. II. Title.
HF5549.5.M3S745 2006
658.3—dc22
                                                    2005020538

What Others are Saying About Talent Force!

Talent Force should be read by every executive! It drives home the single most important message—recruiting top talent is a continuous process that demands the same attention as any other key business process.”

Bob Stutz, Senior Vice President, CRM Global Strategy and Product

“There are a lot of books that address this very important business issue. In Talent Force, Rusty and Hank uniquely bring the effective use of technology into the picture. Their practical yet proactive approach is a must read for the 21st-century business leaders.”

Aylwin Lewis, President and CEO, Sears Holding Corporation

“In the global war for talent, the role of an aligned and collaborative economic and workforce agenda is critical for U.S. competitiveness and innovation capacity-building. Talent Force simply and elegantly describes the importance of human capital from the perspective of two individuals often on the front lines ensuring their clients and Corporate America are prepared with the right assets of skills and competencies. Rueff and Stringer should be at every table where a discussion is occurring about aligning an industry-driven perspective of C-Level Executives, HR, VPs of research and production, economic development specialists, policy-makers, and the public workforce system!”

Richard Seline, CEO, New Economy Strategies, LLL, and former Deputy Assistant Secretary of U.S. Department of Commerce

“By introducing us to the new terms Talent Force and Q-Talent, Hank and Rusty take the talent industry to the next level. Talent Force is a straightforward and timely message that everyone, recruiter to CEO to candidate, should read as soon as possible.”

Robert McNabb, Executive Vice President, Korn/Ferry International; CEO, Futurestep

“Are you creating a talent crisis in your company? Wake up to a great new focus on Quality Talent. Mr. Stringer and Mr. Rueff provide exceptional thought leadership in this most critical personnel area.”

Marty Seyer, Corporate Vice President/General Manager, Commercial Business, Advanced Micro Devices (AMD)

“Fundamentally, business is human. Talent Force is the most current and powerful roadmap I have seen that translates your most critical asset—people—into bottom-line performance. This is both a deep and easy read that you should not only buy for yourself, but for all your friends who are leading in today’s business world.”

Keith Ferrazzi, CEO, Ferrazzi Greenlight, and author of Never Eat Alone

“As the energy industry (utilities) anticipates a daunting exodus of retiring experienced craft workers, field workers, and engineers, we must overhaul our strategies to compete for, retain, and train the next generation of talent. The authors provide a very practical formula and frame-work for evaluating and competing for scarce labor in the talent market.”

Fred Newton, EVP & Chief Administrative Officer, Cinergy Corporation

“A must-read for any CEO or HR executive interested in actually measuring the effectiveness of their talent pool and gaining a huge competitive advantage.”

Debbie McGrath, CEO, HR.com

“Talent has always been the foundation of great companies, and nobody understands this more than Rusty Rueff. He has been a pioneer in talent acquisition and management for years and in this book shares a compelling viewpoint on the evolving challenges and strategies for winning the talent war.”

Gregg Dedrick, President and Chief Concept Officer, KFC

“Simple yet powerful. With many years of experience in the recruiting and talent arena, I was surprised that the content struck me with such impact. A new view into today’s global talent market.”

Darren Romano, Partner, Global Practice Leader; Human Resources, Highland Partners

“Finding a way to motivate and keep talent in is the most important strategic issue of our time—this book deals with it head on. Its real, practical, and opens your mind to all the key issues; it’s a must-read!”

Sahar Hashemi, Founder, Coffee Republic

“As a leadership consultant and adviser to CEOs and Senior Leaders of over 200 Fortune 500 companies, I see organizations that develop a strategy of talent management consistently outperform their competitors. Superior talent is hard to find, recruit, and retain in any firm, but it holds the key to long-term success. With the innovative lessons from Talent Force, any leader can create a practical and proven approach to building their team with the best talent available.”

Jim Hart, President and CEO, Senn Delaney Leadership

“As both an executive for 20 years and now as an executive recruiter, the best hires are always the ones that you have proactively developed a deeper relationship with over time. This book provides a very practical guide to proactive recruiting at all levels that will distinguish the leading companies of the next generation.

Jerry Noonan, Partner, Spencer Stuart

“The talent requirements to succeed in the new global economy are daunting. Smart companies will make talent their core asset. Those who don’t...won’t exist in the new global economy. Talent Force lays out a simple but effective game plan for building high-quality organizations. It’s a must-read for line managers of all levels.”

Dan Walker, former Chief Talent Officer, Apple Computer, Inc.

“I’ve known Hank for a few years and he is clearly passionate about talent, whether it’s finding it, recruiting it, or keeping it. Building a private talent community has become an essential business strategy and this book tells you the why and the how of all aspects of talenteering. A highly recommended book for CEOs, heads of HR, and professional recruiters.”

Alan Jarvis, Head of Global eHR Solutions, Allianz AG

“Business executives that see people as nothing more than a means to an end eventually fail. For the latter, they need to read Talent Force—soon!”

Brian Sommer, President and Technology Analyst, TechVentive

“Q-Talent—it’s what every organization covets but few know how best to get and keep. Talent Force will raise every expectation you have of your staffing department and change your thinking about talent management in general. You’ll quickly see what can be done—and unfortunately what you’re likely not getting done now. The good news is that the guidance given here will help you fill that gap with creative, but practical tactics needed for talent acquisition now. Read it and be prepared to change your approach to staffing and development on the spot.”

John Murabito, Chief Personnel Officer, Cigna Insurance

“Rusty Rueff and Hank Stringer deliver a blueprint to ensure that your organization will have the proper talent within a click of the mouse at all times. The difference between being proactive and reactive in acquiring talent can be the difference between business survival and failure. This book gives sage advice about how to aggressively and continually find the best people to work for your company.”

Richard A. Cosier, Dean and Leeds Professor of Management, Krannert School of Management, Purdue University

“Hank Stringer is a visionary and an evangelist for ensuring organizations are able to source the ’right’ talent. In teaming up with Rusty Ruff from Electronic Arts, they have produced a ’must-read’ for any CEO or head of talent in any organization that is serious about going beyond the bottom line.”

Andrew Norton, General Manager, HR, Auckland District Health Board

“In most things, if you always do what you always did, you’ll always get what you always got. Talent Force is a guide to how to jump to the next level and how to see talent as the competitive edge.”

Deval Patrick, former senior executive, Texaco and Coca-Cola

“Some people just have recruiting in their bones, and Rusty Rueff and Hank Stringer, co-authors of this fine theoretical and practical how-to guide, are clearly two of them. Read it to find out why and how you have to create your new workforce starting today and moving into the future. Or don’t read it and retire.”

Bill Kutik, Technology Columnist, Human Resource Executive

“This forward-thinking book, grounded in creative and practical application, is a must-read for any executive who is, or should be, concerned with creating a competitive advantage by recruiting and retaining top talent. Talent Force: A New Manifesto for the Human Side of Business delivers with breakthrough thoughts and solutions into building a global human capital business strategy.”

John Malanowski, Vice President, Talent Acquisition and Corporate Human Resources, Raytheon (John’s global talent acquisition strategies are highlighted in the book)

“Like any marketing activity, talent management requires a life-cycle view. From understanding the demographics and behavior of potential employees through managing the friendliness of the hiring process, Talent Force provides guidance and encouragement. It is what the subtitle suggests: a manifesto for a new way of doing things. Thank goodness it’s here now that we need it.”

John Sumser, CEO, Interbiznet

Dedication

In dedication to the people around the globe who work hard to make themselves and their companies the best they can be, and who know they are more than workers...they know they are “talent.”

Foreword

No leader achieves anything of true, lasting value alone. Whatever great things you aim to accomplish, whatever changes you’re determined to drive, you need others to make it happen: others working together in teams. Therefore, building great teams ought to be your highest priority.

(That really ought to be self-evident. Sadly, though, I’ve seen plenty of organizations where it’s not. Those organizations fail: nowadays, sooner, rather than later.)

Given their importance, how do you develop great teams? What are the foundational elements central to success?

To begin with, great teams require talented individuals who have the specific skills and know-how to get the job done. They must receive the resources they need: money, people, time, executive support. They need strong feedback mechanisms so they can track results in real time and quickly make course corrections. Finally, great teams must be empowered with the freedom and flexibility to find and execute great solutions—and do it now.

Makes sense, right? But I’ve barely alluded to the most important element. You need outstanding people. In the right roles. With a passion for owning the results.

Let’s face it. Leaders really only empower people they believe in: people with the attitude, skills, leadership, and persistence needed for success.

And there’s the rub: there’s more competition than ever before for the kind of people you CAN believe in. It’s increasingly challenging to find and recruit those scarce individuals. Even after you’ve brought them aboard, or developed them internally, talented people have a world of choices—and they know it. How do you keep them?

These are urgent questions. You need to address them head on. Reading Talent Force is an excellent way to start. Rusty Rueff and Hank Stringer crystallize the profound issues surrounding talent recruitment and management. Their book is far more than a manifesto. It offers powerfully innovative solutions, with real case studies to support them.

When I had the privilege of leading PepsiCo, I came to know Rusty as one of our most talented HR executives—and as a master recruiter. We’re several years down the road, yet I can see the origins of many of this book’s great ideas in his work for us at PepsiCo.

As our Vice President of International HR, he took on one of our most urgent challenges: finding people with outstanding international experience to support our global expansion. He systematically identified and built relationships with the best general managers throughout Asia, Europe, India, and Latin America: people who’d never worked with us, never even considered us. We found some of our best people that way. In fact, Rueff introduced me personally to a leader with such exceptional talent that we created a top position in China specifically for that individual.

When Rusty Rueff talks about the importance of building a talent web—a global community of talent you can draw on whenever the need arises—he’s been there, done that, and demonstrated the results. When he talks about the importance of “high-touch” approaches in recruitment and retention, he’s in a position to know.

When Hank Stringer talks about creating “talent brands” that encourage great people to come to you, or re-envisioning talent management for today’s radically new business environment, or using the Web for more than just collecting resumés, it’s not just talk. Hank, like Rusty, has been there—whether creating compelling recruiting brand messages for an up-and-coming computer company called Dell Computer, or innovating revolutionary Internet recruitment technology at Hire.com for companies the world over. Rueff and Stringer are talent experts; they’ve been out there doing these things, refining them, making them work, driving real business value.

Back at PepsiCo, we liked to say that the soft stuff is always harder than the hard stuff. The trick, we realized, was to make the soft stuff “hard”: to operationalize it. When it comes to recruiting great people, Talent Force will help you do precisely that. If you’re as committed to finding and nurturing great talent as I am, you’ll find it invaluable.


Roger Enrico, Executive Chairman, DreamWorks Animation SKG;
and former Chairman and Chief Executive Officer, PepsiCo, Inc.
November 2005

Acknowledgments

I would like to acknowledge the following people who had an influence on this book, whether they knew it or not: Adrian Cheney at Pratt & Whitney, who would read me passages from Atlas Shrugged in our weekly one-on-one meetings to show me that work was more than one-dimensional; to Dave Zemelman, who took me under his wing at Frito-Lay to show me how to do his job someday; to Larry Probst, who had the courage to bring me from a big consumer packaged goods company to EA (a small interactive entertainment company at the time) to do a job that no one had done before for him; to my mother, Billie DeWees, who believed in my talent and instilled my work ethic in me; and to my wife Patti Rueff, who never once said, “Are you really spending all this time writing a book?”


—Rusty Rueff

I would like to acknowledge the following people who had an influence on this book, starting with every talented recruiter and candidate I have worked with in the past 25 years: from my friends early in my career at Diversified Human Resources, to Sally Pedley, who was willing to give me a chance at Tandem and embraced our use of the Internet in the early days to recruit quality talent; to Sam Gassett, who did the same at Dell and gave me the wonderful opportunity to recruit top talent for the company all over the world; and to every employee, client, and candidate who has worked with Hire.com—you changed the world! I am most thankful and blessed to have crossed paths and worked with “The Master of Talent” Jim Hammock, for without his influence, friendship, and guidance, this book would not have been possible. And special thanks to my good friends John Sumser, Kevin Wheeler, and Bill Kutik, the voices of the talent industry; thank you for your willingness to share. Your writing and speaking may be your work, but it is your passion that I so admire. Lastly and most importantly, thanks to the loves in my life; my wife Liz, the rock in my life, and to my children, Ryman and Jack, who give me so many daily joys and blessings.


—Hank Stringer

Together, we would like to acknowledge the talent who helped, herded, and edited us through this new process: Kelli Jerome, Paula Sinnott, Larry Heikell, Andrea Carlos, Anne Schott, Kayla Dugger, and Angela Wiley. A great team willing to gently nudge and politely suggest... we appreciate your wisdom, patience, and passion for this project. Thanks all!

About the Authors

Hank Stringer

Chief Executive Officer, Q-Talent Partners

Hank Stringer has over two decades of experience as a successful high-tech industry recruiter, entrepreneur, and innovator in the use of information technology in the recruitment and employment process. Today, Stringer is CEO of Q-Talent Partners, a consulting company providing services based on the philosophies and best practices of this book.

Forecasting a talent shortage in 1996, Stringer applied his energy and experiences to start Hire.com. There, he and a team of entrepreneurs created an early ASP business model, utilizing the Internet to scale and automate interactive recruiting relationships and processes. Under his tenure, Hire.com dramatically changed the way companies recruit, hire, and retain talent. Today, global companies, such as Federal Express, BP, Allianz, Raytheon, and Prudential, have adopted Hire.com’s revolutionary approach.

Prior to founding Hire.com, Stringer was president and co-founder of Pedley-Stringer, Inc., a high-tech recruitment firm. Stringer previously served as an internal recruiting consultant for Tandem Computers and Dell Computer, where he was responsible for a number of special recruiting projects in the U.S. and Asia.

Stringer has authored many articles about recruitment and the future of talent management in the workplace, and is an accomplished speaker who has appeared at numerous international industry-leading events.

Stringer holds a B.A. in Journalism and Government Studies from Texas State University and currently serves as President of the Advisory Board for the McCoy School of Business at his alma mater. Hank resides with his wife and kids in the hill country outside Austin, Texas.

Rusty Rueff

Chief Executive Officer, SNOCAP, Inc.

Rusty Rueff joined SNOCAP as their CEO in 2005. SNOCAP is the world’s first end-to-end solution for digital licensing and copyright management services, enabling record labels and individual artists to make the full depth of their catalogs available through authorized peer-to-peer networks and online retailers.

Prior to his position at SNOCAP, he was Executive Vice President of Human Resources for Electronic Arts (EA). Joining EA in 1998, he was responsible for global human resources, talent management, corporate services and facilities, corporate communications, and government affairs, reporting to EA’s Chairman and CEO. EA is the world’s largest, and leading, interactive entertainment software company, with revenues of over $3.5 billion and 6,500 employees. In 2003, Fortune named EA one of the “Top 100 Places to Work For” in the United States.

Prior to joining EA, Rueff held positions with the PepsiCo companies for over 10 years. He concluded his career with PepsiCo as Vice President, International Human Resources.

Prior to his tenure with PepsiCo, Rueff spent two years with the Pratt & Whitney Division of United Technologies. In addition, he spent six years in commercial radio as an on-air personality.

He holds an M.S. degree in Counseling and a B.A. degree in Radio and Television from Purdue University. He was given the honor in 2003 of being named a Distinguished Purdue Alumni. Rueff and his wife are the named benefactors of Purdue’s Patti and Rusty Rueff Department of Visual and Performing Arts.

He currently serves on the Corporate Boards of SNOCAP, All Covered, and Sports Potential. He is on the Executive Committee of the Board of Trustees of San Francisco-based American Conservatory Theater (ACT). He is the majority owner of R-Squared Stables, based at Churchill Downs in Louisville, KY., and a member of the Academy of Television Arts & Sciences (ATAS). He and his wife, Patti, reside in Hillsborough, CA.

Preface

A few years ago, we started talking every Wednesday—two executives, two former recruiters—just talking for an hour, an hour and a half, with no agenda, because we share many of the same values and are passionate about what we do. During these discussions, we kept coming back to the same topics: the changing employment landscape and innovative ways that organizations are responding to build their talent capital. After a while, we decided: Someone needs to go out and say some of these things, because it’s time. These ideas are so important that they should be shared with a broader audience.

In case you are looking for it, this is not a manual. This is not the book for a person who is looking for a checklist or a recipe or the next initiative to launch on Monday. In the spirit of James C. Collins and Jerry I. Porras’s book, Built to Last, we are not attempting to tell you what time it is or make you a time-teller, but instead to give you the raw materials and the tools to build your own clock.

What we have tried to do is write an “easy read,” a simple book with powerful ideas that provokes your own insights and provides a framework that you can apply to almost any organization. We hope it helps you build relationships with your prospects and talent communities, get ahead of your sourcing needs, avoid the inefficiencies of the traditional “reactive” approach to recruiting and, ultimately, put the right person in the right place at the right time, all the time.


Rusty Rueff, Hillsborough, California
Hank Stringer, Austin, Texas
January 2006

Introduction

“Like everyone else, I’ve got the same trucks. Like everyone else, I’ve got the same potatoes. Like everyone else, I’ve got the same machinery. The only thing I can have different is better people.”

—Herman Lay, founder of the H.W. Lay Company, later to become Frito-Lay, Inc.

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?

Over the past 150 years, the Industrial Revolution, the exploding services industry, and three decades of business technology have transformed the workplace. Some jobs have gone the way of buggy builders and elevator operators, whereas giant new industries have emerged around new needs and new technologies.

How have companies faced these changes, embraced new challenges, and prospered? Talent—people making smart decisions, solving problems, pulling together, and believing in something. What differentiates your company is not your market position or your brand recognition. It is not even your products. It is the talent that drives all of those things. Quality talent (Q-Talent) within any organization has always been the key competitive differentiator.

Whether your ERP systems were designed by Oracle, SAP, or PeopleSoft; whether your trucks were built by Volvo, Isuzu, or Ford; whether your back-hoes were made by Caterpillar or Komatsu; the true competitive difference for all companies is the talent that pushes the business forward.

This book is about how to find, attract, and retain high-quality talent in the midst of a new, global economy that makes it more difficult and more important than ever to have the best possible people contributing to your organization. It is about how technology is changing the ways that both individuals and companies approach the job market. It is about how these forces and others will shape the talent market during the next decade and beyond and what smart companies will do to stay ahead. Most importantly, it is about the human factor involved in all of this and how expectations, views, and approaches to work are changing for participants in today’s talent market.

The topic of talent is bigger than business. Talent is about who we are and goes to the core of what each one of us can contribute to the world. Do you know what you’re good at, what you enjoy doing, and do you contribute these talents to your organization, your family, your team, or community every day?

The Parable of the Talents

The concept of “talent” goes back a long way. The origins of the word talent lie with currency. Although estimates vary, in Biblical times, a talent was probably about 75 pounds of gold—a hefty sum that both bankers and chiropractors could appreciate.

One of the first glimpses into our modern understanding of talent appears in the Bible in the book of Matthew (25:14–30). In the “Parable of the Talents,” three servants are each given a different number of talents by their master in accordance with each servant’s ability. The first two put their talents to work immediately, made investments, and eventually doubled their sums. The third, fearful of failure, buried his talents in the ground.

Upon reporting back to the master, the first servant had turned his 5 talents into 10. The second servant had turned his 2 talents into 4. But the third servant still had only 1 talent, the one he had buried in the ground. Upset, angry, and disappointed with this lackluster return, the master ordered the third servant thrown “outside, where there will be weeping and gnashing of teeth.”

This might sound like a simple reorganization of investment fund managers, but it is easy to see how this parable helped shape our understanding of the concept of talent, and subsequently, how the word itself acquired its modern meaning. Whether your talent is singing, sewing, calculus, or mergers and acquisitions, you have a choice to make—you can either take your talent out into the world and make something of it, or you can listen to your nagging fear of failure and stow it in the ground. Fate plays the role of master, rewarding those who develop their talents and taking away from those who do not.


This book takes the concept of talent beyond the individual to communities, companies, and even nations. As a leader in any setting, the more you work to recognize, attain, nurture, and develop the spectrum of talent in your organization, the more the organization will realize its potential and the more successful it will be.

On a more pragmatic level, this book addresses some real-world business issues, such as the following:

  • Building a new, more effective talent organization that knows how to find and attract quality talent quickly and build new forms of value for the business along the way

  • Putting a solid talent plan in place that aligns with business objectives

  • Creating a talent brand that communicates your company’s value and attracts the types of candidates you desire

  • Using technology, effective communications, and imagination to build large talent communities, generate efficiency in your hiring process, and tap into new sources of competitive intelligence, promotional opportunities, and even new revenue streams

  • Measuring talent acquisition and retention efforts so that you can more effectively understand and respond to your talent needs

  • Understanding how candidates are using technology to find opportunities, learn about companies, benchmark their compensation and communicate with one another about work life—and how you should respond

  • Looking at new ways that companies and candidates will communicate with one another, both in the mass media and with advanced communications technologies

Along the way, Talent Force discusses these issues, which describe developments and challenges in managing talent capital:

  • Quality talent is always scarce. Having the right talent in the right place at the right time is a make-or-break factor for organizations of all sizes—companies and nations alike.

  • Evolving demographics, technologies, and economies create both challenges and opportunities for finding the best talent.

  • Companies develop their strategic recruiting capabilities and a new type of recruiter emerges at the corporate-strategy and operational levels. This role becomes a critical component of any competitive business.

  • The quest for better jobs becomes a public obsession. Talent is recruited at every opportunity. It takes a finely tuned and targeted talent brand to cut through the clutter.

  • Everyone is available all the time, waiting for that next opportunity to come along and capture his or her attention. The Web is the recruiting weapon of choice.

  • Smart companies realize a competitive advantage by measuring their talent efforts to help them improve. Shareholders, analysts, and business leaders factor new talent measurements into investment strategies and policy decisions. State and local governments explore talent-oriented economic programs.

  • Like high-value free agents, talent can and will articulate its worth. Companies now have the burden of putting up or losing out.

  • Even with an online talent community of millions—a group of prospective candidates who have expressed interest in your organization—relationship recruiting remains a competitive advantage and differentiator. Talent must still have a name and a face for you to win them over. Continuous recruitment is required not only to attract the next generation of Q-Talent, but also to retain your existing Q-Talent.

  • Changes in behavior, technology, demographics, natural resources, and other areas force businesses to continually look ahead and adapt. Wherever talent scarcity takes hold, recruiting innovation responds. The most competitive organizations will be leaders in this space.

  • If you are a CEO, this book is required reading. It will give you the conceptual framework to push a strategic agenda with your human resources leaders and hiring managers and new ideas to position your company for growth in any economy.

  • If you are a hiring manager, this book will help you see the big picture in planning for your talent needs, filling in the holes on your team, and getting the most out of each and every hire. It will help you understand the pent-up demand for jobs that has been on hold during the economic slowdown and help you get a leg up in retaining your top performers when the climate improves.

  • If you are a job seeker, this book shows you how to be more competitive in the marketplace and how to put yourself on a path toward your dream job, armed with the understanding you need to take full advantage of the opportunities that lie ahead.

  • And for HR professionals, this book is nothing less than the future of your profession. Put it down and you might just get left behind.

Talent Force represents a huge opportunity for companies to build something that their competitors do not have. The choice is yours. The future is now. Are you ready?



  

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