This paradigm shift has ushered in a new era when earning money is no longer limited to a 9-to-5 job; rather, it now involves realizing your full potential and turning your natural talents and drive into profitable ventures. In this book, we explain in many ways how you can turn your talent and human strength into profits and permanent assets. This book is available in six languages. English, Italian, Spanish, Germany, French, and Portuguese

. . . the editors have done a good job of bringing together a series of contributions which provide a useful and welcome expansion of the theoretical foundations of talent management through a knowledge management lens. David Collings, Personnel Review This book takes a fresh look at human talent in organizations, focusing on employees at all levels who represent key agents of knowledge management in acquiring, transferring, and applying important knowledge for competitive advantage. The overarching aim of the book is to identify, define, and explore the implementation of talent management strategies aimed at facilitating effective knowledge management in an organization. The contributors provide a valuable fusion of two important areas of emphasis for current research and practice in human resource management: talent management and knowledge management. They illustrate the immense significance of the latter to competitive advantage and organizational success in our rapidly changing global knowledge-based economy. The generation and acquisition of ideas and knowledge, their internal transfer and application throughout the organization, and the cross-border transfer of knowledge all through the effective management of human talent have become integral to contemporary management. The contributors examine planning and staffing, training/coaching, performance management, and organizational learning and development. Academics, human resource management practitioners and management consultants will find this volume valuable.

Master the first comprehensive, credible framework for measuring HR's value and the quality of its talent acquisition/management efforts! Reflecting their immense experience leading talent management and consulting on enterprise talent strategy, Linda Brenner and Tom McGuire introduce a powerful new metric: the Intellectual Capital Index (ICI). Built on extensive financial analysis of Fortune® 500 companies, ICI helps you rigorously identify specific areas of intellectual capital that drive the most value in your company, and refocus HR accordingly. Using it, you can: More effectively quantify the return on your human capital investments Measure the quality and value of your most important talent Gain a deeper understanding of the drivers of value in their organization Recognize the drivers of intellectual capital within their companies Measure and improve talent quality: your most important talent metric Brenner and McGuire help you finally overcome long-time controversies and obstacles to valuing talent. Using accepted financial techniques, you'll walk through: Identifying which people and roles are producing disproportionate value Determining the true asset of value of talent you don't "own" Gaining deeper insight into the "active" and "inert" components of intellectual capital Organizing structures and business processes to activate your talent and liberate latent value Choosing and applying the most effective talent metrics Refocusing HR on the talent issues, skills, and competencies that matter most Talent Valuation offers indispensable tools and insights for C-level executives, HR leaders, strategists, investors, analysts, researchers, students – and anyone concerned with measuring, optimizing, and communicating the business value of talent.

HR Professional's guide to creating a strategically sustainable organization Employees are central to creating sustainable organizations, yet they are left on the sidelines in most sustainability initiatives along with the HR professionals who should be helping to engage and energize them. This book shows business leaders and HR professionals how to: motivate employees to create economic, environmental and social value; facilitate necessary culture, strategic and organizational change; embed sustainability into the employee lifecycle; and strengthen existing capabilities and develop new ones necessary to support the transformation to sustainability. Talent, Transformation, and the Triple Bottom Line also demonstrates how leading companies are using sustainability to strengthen core HR functions: to win the war for talent, to motivate and empower employees, to increase productivity, and to enliven traditional HR-related efforts such as diversity, health and wellness, community involvement and volunteerism. In combination, these powerful benefits can help drive business growth, performance, and results. The book offers strategies, policies, tools and specific action steps that business leaders and HR professionals can use to get into the sustainability game or enhance their efforts dramatically Andrew Savitz is an expert in sustainability and has worked extensively with many organizations on sustainability strategy and implementation; he and Karl Weber wrote The Triple Bottom Line, one of the most successful books in the field Published in partnership with SHRM and with the cooperation of the World Business Council for Sustainable Development Forward by Edward Lawler III This book fills a gaping hole in both the HR and sustainability literature by educating HR professionals about sustainability, sustainability professionals about HR, and business leaders about how to marry the two to accelerate progress on both fronts.

Written for both HRM majors and non-majors, Human Resource Management: Functions, Applications, and Skill Development equips students with the skills they need to recruit, select, train, and develop employees. Best-selling authors Robert N. Lussier and John R. Hendon explore the important strategic functions that HRM plays in today′s organizations. A wide variety of applications and exercises keep readers engaged and help them practice skills they can use in their personal and professional lives. The Fourth Edition brings all chapters up to date according to the SHRM 2018 Curriculum Guidebook; expands coverage on topics such as diversity and inclusion, AI, employee engagement, and pay equity; and features 17 new case studies on a range of organizations, including Starbucks and its response to the COVID-19 pandemic. This title is accompanied by a complete teaching and learning package. Digital Option / Courseware SAGE Vantage is an intuitive digital platform that delivers this text’s content and course materials in a learning experience that offers auto-graded assignments and interactive multimedia tools, all carefully designed to ignite student engagement and drive critical thinking. Built with you and your students in mind, it offers simple course set-up and enables students to better prepare for class. Assignable Video with Assessment Assignable video (available with SAGE Vantage) is tied to learning objectives and curated exclusively for this text to bring concepts to life. Assignable Self-Assessments Assignable self-assessments (available with SAGE Vantage) allow students to engage with the material in a more meaningful way that supports learning. LMS Cartridge Import this title’s instructor resources into your school’s learning management system (LMS) and save time. Don’t use an LMS? You can still access all of the same online resources for this title via the password-protected Instructor Resource Site.

Companies have excelled by treating customers as "markets of one"-offering them personalized buying experiences. But in managing talent, most firms still use one-size-fits-all HR practices. With today's diverse workforces, this approach is preventing organizations from attracting, retaining, and leveraging top talent. In Workforce of One, Susan Cantrell and David Smith show how exceptional companies are tailoring work experiences to employees' talents and interests-customizing job duties, training, recognition, and even compensation, work schedules, and performance appraisals. Their reward? Lower turnover, greater productivity, improved profit margins. The authors present four customization strategies: -Segmenting your workforce; for example, by life stage and learning style -Offering modular choices; e.g., choices regarding rewards, learning needs, or job duties -Defining broad and simple rules, such as evaluating work by outcomes, not time invested, or hiring for potential in addition to specific skills -Fostering employee-defined personalization, whereby employees define their own people practices (e.g., using peer-to-peer technologies to learn from one another) Drawing on extensive proprietary research, the authors explain how to combine aspects of all four strategies to address your organization's unique needs. Improving workforce performance through customized work experiences is the holy grail of the HR function. This book shows you how the workforce-of-one approach positions your company to win-while transforming your HR team into a strategic powerhouse.