Manager of Choice: 5 Competencies for Cultivating Top Talent
A manager's ability to manage human capital is a powerful influence on employee's decisions to stay or leave a company. This book includes worksheets, resource lists, and survival strategies to develop five critical competencies to become tomorrow's coveted manager of choice: talent scouting, relationship building, trust building, skill building, and brand building.
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A manager's ability to manage human capital is a powerful influence on employee's decisions to stay or leave a company. This book includes worksheets, resource lists, and survival strategies to develop five critical competencies to become tomorrow's coveted manager of choice: talent scouting, relationship building, trust building, skill building, and brand building. Soundview Executive Book Summaries Five Competencies for Cultivating Top TalentTalent is an organization's lifeblood. Even in tough times with uncertain futures, properly managing people remains an imperative. In Manager of Choice, human resource expert Nancy Ahlrichs describes the skills managers must master to improve their ability to manage and retain that critical human capital. Using case studies, statistics, and a detailed action plan, she reveals the five things they must do to reap the rewards of creating a solid foundation of talent. Motivated employees, positive relationships, and greater advancement opportunity are the dreams of every manager. Attaining these "manager of choice" goals in today's business environment is not an easy task, but Ahlrichs offers the secrets of talent relationship management that can improve the ways managers lower turnover, satisfy customers, and increase their career options. Times Have Changed The challenges facing managers today are retention of talent, attraction of skilled talent, improved job performance, and the building of work skills. Times have changed, and the work force is older, more female (48 percent by 2008), and seeks more flexible schedules than it has in the past. These changes require managers to have the ability to inspire innovation and creativity so they can lead their organizations to become successful "employers of choice." Ahlrichs writes that there are no employers of choice without managers of choice, and only managers of choice open the door to top performance. First, Ahlrichs outlines the external drivers of change that create the need for innovation and strong HR skills at all levels of management within an organization. Using numerous statistics that exemplify the trends and demographic drivers behind the need for alternative work and employee configurations, she demonstrates the financial benefits of properly managing people. Next, she explores the concept of the manager as the personification of the organizational culture. Ahlrichs writes that culture is a "people magnet," and so are managers of choice. To attract the right quality and quantity of skilled people, she explains that managers must learn how to communicate the culture inside and outside the organization, use culture to inspire innovation and deliver profitability, and expand their capabilities through peer mentoring. To show how managers of choice redefine their performance goals and metrics to align with the strategic goals of an organization, she demonstrates several metrics that can be used to track organizational processes. Scouting for Talent Once she has defined the underlying numbers and needs that an organization must consider, she describes the five competencies that managers of choice must embrace to attract and manage top talent. They are: Talent scouter. A recent talent report says 56 percent of employees have made plans to leave, are actively looking to leave, or are open to a move. Managers and HR must work together to solve immediate and predictable hiring needs by: becoming a "diversity magnet," aligning recruiting efforts with the organization's business plan, responding quickly to job candidates, and creating a trustful relationship with new hires. Relationship builder. Ahlrichs explains that great people managers manage individuals individually. Managers of choice must inspire passion in their people that motivates them and encourages their commitment. They must also encourage relationship building among employees, with other departments, and even with the external community. Trust builder. Managers of choice need to build trust with job candidates and new employees, as well as strengthen trust with existing staff, peers and senior management every day. Never underestimate trust. Skill builder. Managers of choice engage all employees in continuous teaching and continuous learning. To accelerate innovation, expand your employees' work world as well as accelerate skill and knowledge building for everyone on the staff. Brand builder. Ahlrichs writes that an organization's product or service brand might attract top talent, but the manager's personal brand clinches the hire and enables engagement, development and retention. Why We Like This Book Manager of Choice presents a solid foundation of experience and advice from which managers should manage their people, and presents a plan they can follow that will help them become more effective at keeping the right people in the right jobs. Throughout, Ahlrichs provides a clear and actionable plan that can help them reduce costs and improve the internal efficiencies that create value for both employees and the organization. Copyright © 2004 Soundview Executive Book Summaries
PrefaceAbout the AuthorIntroductionPt. 1The New Management Reality1The Business Case for Becoming a Manager of Choice32Managing with Whatever It Takes (WIT)293Organizational Culture: How We Do Things Around Here634Management Metrics That Matter89Pt. 2Developing the Five Competencies of Managers of Choice5Talent Scouter1076Relationship Builder1317Trust Builder1598Skill Builder1739Brand Builder189Conclusion: Making MOC Status a Reality205Notes213Bibliography223Index227
\ Soundview Executive Book SummariesFive Competencies for Cultivating Top Talent\ Talent is an organization's lifeblood. Even in tough times with uncertain futures, properly managing people remains an imperative. In Manager of Choice, human resource expert Nancy Ahlrichs describes the skills managers must master to improve their ability to manage and retain that critical human capital. Using case studies, statistics, and a detailed action plan, she reveals the five things they must do to reap the rewards of creating a solid foundation of talent. \ Motivated employees, positive relationships, and greater advancement opportunity are the dreams of every manager. Attaining these "manager of choice" goals in today's business environment is not an easy task, but Ahlrichs offers the secrets of talent relationship management that can improve the ways managers lower turnover, satisfy customers, and increase their career options.\ Times Have Changed\ The challenges facing managers today are retention of talent, attraction of skilled talent, improved job performance, and the building of work skills. Times have changed, and the work force is older, more female (48 percent by 2008), and seeks more flexible schedules than it has in the past. These changes require managers to have the ability to inspire innovation and creativity so they can lead their organizations to become successful "employers of choice." Ahlrichs writes that there are no employers of choice without managers of choice, and only managers of choice open the door to top performance.\ First, Ahlrichs outlines the external drivers of change that create the need for innovation and strong HR skills at all levels of management within an organization. Using numerous statistics that exemplify the trends and demographic drivers behind the need for alternative work and employee configurations, she demonstrates the financial benefits of properly managing people.\ Next, she explores the concept of the manager as the personification of the organizational culture. Ahlrichs writes that culture is a "people magnet," and so are managers of choice. To attract the right quality and quantity of skilled people, she explains that managers must learn how to communicate the culture inside and outside the organization, use culture to inspire innovation and deliver profitability, and expand their capabilities through peer mentoring. To show how managers of choice redefine their performance goals and metrics to align with the strategic goals of an organization, she demonstrates several metrics that can be used to track organizational processes.\ Scouting for Talent\ Once she has defined the underlying numbers and needs that an organization must consider, she describes the five competencies that managers of choice must embrace to attract and manage top talent. They are:\ \ Talent scouter. A recent talent report says 56 percent of employees have made plans to leave, are actively looking to leave, or are open to a move. Managers and HR must work together to solve immediate and predictable hiring needs by: becoming a "diversity magnet," aligning recruiting efforts with the organization's business plan, responding quickly to job candidates, and creating a trustful relationship with new hires.\ Relationship builder. Ahlrichs explains that great people managers manage individuals individually. Managers of choice must inspire passion in their people that motivates them and encourages their commitment. They must also encourage relationship building among employees, with other departments, and even with the external community.\ Trust builder. Managers of choice need to build trust with job candidates and new employees, as well as strengthen trust with existing staff, peers and senior management every day. Never underestimate trust.\ Skill builder. Managers of choice engage all employees in continuous teaching and continuous learning. To accelerate innovation, expand your employees' work world as well as accelerate skill and knowledge building for everyone on the staff.\ Brand builder. Ahlrichs writes that an organization's product or service brand might attract top talent, but the manager's personal brand clinches the hire and enables engagement, development and retention.\ \ \ \ \ Why We Like This Book\ Manager of Choice presents a solid foundation of experience and advice from which managers should manage their people, and presents a plan they can follow that will help them become more effective at keeping the right people in the right jobs. Throughout, Ahlrichs provides a clear and actionable plan that can help them reduce costs and improve the internal efficiencies that create value for both employees and the organization. Copyright © 2004 Soundview Executive Book Summaries\ \ \
