This study, originally published in 1990, introduces a rich array of approaches to defining and developing the competency of managerial performance. Indeed, the authors are not afraid to cross swords with each other over a number of controversial issues. They provide a stimulating and often contentious overview of the best ways to develop and use managerial profiles. This book will reveal to senior managers and management developers how competencies can be used as a strategic weapon to improve a range of activities including assessment, management development and leadership planning.

Survey after survey confirms how the success of businesses has become increasingly dependent on the ability and skills of their staff. And because talented workers are in short supply the hunt for people of unusual ability will continue in earnest. Hiring such people is the relatively easy part; keeping them engaged so that they don't move on and getting the best out of them while they are with you is what really matters. Drawing on original research, including interviews with senior executives, recruitment specialists and headhunters, and people considered 'talented' within their organisations, this book outlines the way in which companies such as Ford, Goldman Sachs, Cisco, Diageo, Tesco, General Electric and HSBC are facing the challenge of recruiting and developing the talent they need. This book will also boost readers' own career prospects.

This study, originally published in 1990, introduces a rich array of approaches to defining and developing the competency of managerial performance. Indeed, the authors are not afraid to cross swords with each other over a number of controversial issues. They provide a stimulating and often contentious overview of the best ways to develop and use managerial profiles. This book will reveal to senior managers and management developers how competencies can be used as a strategic weapon to improve a range of activities including assessment, management development and leadership planning.

Survey after survey confirms how the success of a business has become increasingly dependent on the ability and skills of its staff. And because talented people are in short supply the hunt for people of unusual ability will continue in earnest.
Hiring such people is the relatively easy part; keeping them engaged so that they don't move on and getting the best out of them while they are with you is the greater challenge -- one that more than ever requires a good understanding of what people want from both work and life outside work, as well as flexibility and imagination in seeking to accommodate their aspirations.
Drawing on original research, including interviews with senior executives, recruitment specialists and people considered to be "talented" within their organizations, Managing Talent outlines how companies such as Google, Apple, Santander, Mars, Unilever, PepsiCo, Nokia, Olam International, Tata Chemicals and Bank of America are facing the challenge of recruiting and developing the talent they need. Full of useful insights and practical help for those who are responsible for the success of their organization, it also provides invaluable guidance to those in search of career satisfaction