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Leader as Talent Manager
內容大綱
The twenty-first century poses new challenges for businesses, especially when it comes to velocity (the speed of now). This book looks at the intersections of leadership and velocity and offers key leadership competencies essential for our time; these competencies might be even more timely due to the COVID-19 pandemic and the need for effective leadership at all levels. There is a vital need for these competencies, but there are also contrasts in practice, leaders who are rising to the occasion and those whose lacking is clearly notable. Ten competencies are outlined throughout the text that can serve as a foundation for effective leadership. They are based on personal experiences, interviews with various leaders, and research. Written for managers and business leaders of all kinds, this book will help individuals and businesses establish their leadership brand and enhance their leadership practices. Chapter 9 discusses the need for leaders to be participants in securing, retaining, and developing talent. To be a leader as talent manager, three skill sets are needed: developing an ability to identify talent needs and establishing a process to secure that talent, being involved in the development and implementation of retention policies and practices, and being invested in employee professional growth. The labor force is getting more and more competitive, resulting in higher competition in talent recruitment. Two forms of talent recruitment are described: internal and outsourcing recruitment. Ideas for retention efforts are explored, including analyzing benefits and giving the option of telecommuting. Key actions of being a leader as talent manager are discussed, including having an active role in recruitment, having a talent-centric mindset, and transforming the organization's culture. Succession planning and internal pipeline growth are also essential.