A practical step-by-step approach to hiring the right person. Every hiring manager knows that the traditional hiring and interviewing process is a poor tool for predicting organizational fit and future on-the-job success. Behavioral interviewing can improve your chances of picking the right candidate two to five times over traditional processes. It focuses on how the candidate works rather than on skills, qualifications, and impressions. The Talent Edge shows how you can develop a concrete understanding of what your own top performers do differently than the majority of their peers, and how to translate that knowledge into a better hiring system. While using case studies from organizations that have successfully transformed their hiring practices, the book articulates the business case for a Behavioral Interviewing system, and provides a roadmap for implementing it. Comprehensive coverage includes: how to write job profiles and translate them into questions and answers that can be used in the interview; how to prepare for the interview, ask questions, and probe for the right information. The book also offers advice on how behaviors that are defined and proven to be useful in the hiring process can be incorporated into performance management, career development, and succession planning.

Events of the past few years have brought sweeping changes to business and new challenges for the HR leaders who support them. Two broad themes - innovation and global markets - have taken a front-row seat in human capital organizations around the world. From evolving technologies and process breakthroughs to new organizational models, new markets, new customers, and new approaches to talent, the power of fresh thinking runs deep and strong. This is Deloitte's 2011 report on 12 significant trends that are shifting the HR landscape. Some revolutionary and some evolutionary, these trends are transforming how human capital leaders and professionals create value for the organizations they serve, their people, and their communities both inside HR and across the broader business. This report shares the human capital trends we see as relevant for 2011, clustered in two categories: Revolution and Evolution.

A step-by-step guide to the 10 essential and practical skills a business needs to innovate and thrive in uncertain times The reinvented world of business will profoundly impact America's leaders and workers in the decade ahead. Companies capable of transforming their organizations during this period of "Great Disruption" will thrive in the reinvented world however, the reverse holds true as well. Innovation in a Reinvented World reveals how transformation occurs when business leaders and their organizations apply these 10 Essential Elements, providing both a road map and definitive blueprint for companies of any size looking to bridge the old world with the new world of business. Discusses the "new courage" required for innovating in a reinvented world Looks at 10 Essential Elements winning companies count on today Innovation in a Reinvented World helps executives and leadership teams navigate and manage their organizations' inflection points in designing, building, and sustaining innovation—even through the post-recession playing field.

Current strategy thinking focuses on what to do, not how to motivate employees, suppliers and business partners to do it. Whether working with employees or with external suppliers, companies are increasingly stumbling with implementing strategy. But why is this happening? And how can we address it? Collaboration Strategy argues that motivating people and companies is fundamental to business success. In the activities that matter most in today's economy – design, development, marketing, sales, projects – it is hard to define just what you want done. Setting up business activities to get the results you want becomes a strategic challenge. In industries from pharmaceuticals to fashion, software to stock exchanges, new ways of working with partners that break down traditional company boundaries and establish new roles and relationships have enabled businesses to grow rapidly and achieve superior profits. At the heart of this book, Felix Barber and Michael Goold have combined their considerable expertise to present a complete and original 'collaboration framework' based on their findings over a seven year period in which they interviewed over 200 businesses. The framework explains how to set up to get the results you want for a range of different activities and industries. They present the 10 requirements needed for profitable collaboration, and use real-life scenarios to apply their framework and analysis, offering a menu of tactics to address the most common problems in setting up collaboration with partners. Essentially, you must design a basis for working together, or 'collaboration,' with your employees and suppliers that will get them to do what you want.

The Upside of Aging: How Long Life Is Changing the World of Health, Work, Innovation, Policy and Purpose explores a titanic shift that will alter every aspect of human existence, from the jobs we hold to the products we buy to the medical care we receive - an aging revolution underway across America and the world. Moving beyond the stereotypes of dependency and decline that have defined older age, The Upside of Aging reveals the vast opportunity and potential of this aging phenomenon, despite significant policy and societal challenges that must be addressed. The book’s chapter authors, all prominent thought-leaders, point to a reinvention and reimagination of our older years that have critical implications for people of all ages. With a positive call to action, the book illuminates the upside for health and wellness, work and volunteerism, economic growth, innovation and education. The authors, like the baby boom generation itself, posit new ways of thinking about aging, as longevity and declining birthrates put the world on track for a mature population of unprecedented size and significance. Among topics they examine are: The emotional intelligence and qualities of the aging brain that science is uncovering, “senior moments” notwithstanding. The new worlds of genomics, medicine and technology that are revolutionizing health care and wellness. The aging population’s massive impact on global markets, with enormous profit potential from an explosion in products and services geared toward mature consumers. New education paradigms to meet the needs and aspirations of older people, and to capitalize on their talents. The benefits that aging workers and entrepreneurs bring to companies, and the crucial role of older people in philanthropy and society. Tools and policies to facilitate financial security for longer and more purposeful lives. Infrastructure and housing changes to create livable cities for all ages, enabling “aging in place” and continuing civic contribution from millions of older adults. The opportunities and potential for intergenerational engagement and collaboration. The Upside of Aging defines a future that differs profoundly from the retirement dreams of our parents and grandparents, one that holds promise and power and bears the stamp of a generation that has changed every stage of life through which it has moved.

Can technical paradigms help managers lead technical companies? In Managing and Leading for Science Professionals, Bertrand Liang explains that they can, as he explores real issues of importance for technical students and managers who want to move into leadership positions. A CEO with an MBA, Liang originally trained as a neurology and oncology clinician and later earned a PhD in molecular biology and genetics. In this book, he emphasizes what he wishes he had known as he advanced through the organization. His practitioner's point of view is perfectly suited to those who are moving, or want to move, from the technical side to the business side. Focusing on the experiences of scientists and engineers, he teaches ways to speak top management's language. His insights deliver essential knowledge, empowering technical staff to succeed using the skills they know best. - Describes "what I wish I'd known" as a manager with a technical background - Focuses on using skills other than risk analysis to make decisions - Explores ways to lead and manage innovation, particularly in relation to executives' responsibilities, skills, and tolerance for risk

On Fire at Work flies in the face of other books on workplace culture by showing that employee engagement isn’t the ultimate goal—it is merely the starting point. Renowned leadership expert Eric Chester has gone straight to the source—top-tier leaders of the world’s best places to work to uncover their best practice strategies for getting employees to work harder, perform better, and stay longer. On Fire at Work features examples and original stories from exclusive personal interviews with over 25 founders/CEOs/presidents of companies like Marriott, Siemens, BB&T Bank, Wegmans, 7-Eleven, Hormel, Canadian WestJet, Ben & Jerry’s, and The Container Store, along with smaller companies like Firehouse Subs, the Nerdery, and Build-A-Bear. The guiding principle is that any organization in any industry—from Fortune 500 firms to mom-and-pop shops—can learn how to bring out the very best in their employees. The book’s content-rich research and conversational case study-based narrative make it a timely, actionable go-to reference on employee performance and productivity for C-level execs, corporate and government managers, HR professionals, and small business owners. On Fire at Work is a practical field guide that any organization can implement to build, not an engaged workforce, but a workforce that is on fire!