Talent Is a Myth

Five years ago, several executives at McKinsey & Company, the Statess largest and most consider management-consulting firm, launched what they c t step up ensembleed the fight for Talent. Thousands of questionnaires were sent to managers across the country. xviii companies were singled out for special(prenominal) attention, and the consultants spent up to three days at all(prenominal) firm, interviewing every one(a) from the C.E.O. down to the human-resources staff. McKinsey wanted to document how the top-performing companies in America differed from another(prenominal) firms in the way they handle matters like hiring and promotion. But, as the consultants sifted with the scores of reports and questionnaires and interview transcripts, they grew convinced that the difference between winners and losers was to a great extent profound than they had realized. We looked at one another and short the gentle bulb blinked on, the three consultants who headed the project--Ed Michael s, Helen Handfield-Jones, and recreateh Axelrod--write in their new book, in like manner called The War for Talent. The very best companies, they concluded, had leaders who were obsessed with the talent issue. They recruited ceaselessly, purpose and hiring as many top performers as possible.

They singled out and nonintegrated their stars, rewarding them disproportionately, and pushing them into ever more superior positions. Bet on the natural athletes, the ones with the strongest intrinsic skills, the authors approvingly extract one senior General Electric executive as saying. Dont be afraid to promote stars without spec ifically relevant experience, ostensibly a! ll over their heads. Success in the modern economy, consort to Michaels, Handfield-Jones, and Axelrod, requires the talent brainpower: the deep-seated belief that having better talent at all levels is how you outperform your competitors.If you want to get a full essay, hallow it on our website: OrderCustomPaper.com

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