"Companies that can unleash the passions and gifts of their people will have a competitive advantage in the landscape of the future--becoming curators instead of keepers of talent. This book gives readers some of the keys to cracking that code." --CARLEEN HAAS, VICE PRESIDENT AND CHIEF TALENT OFFICER, HUMANA IS YOUR HR DEPARTMENT PREPARED TO FLIP THE BIG DATA SWITCH? At every stage of the employee life cycle, a data-driven approach to HR can help companies make smarter decisions about their most important asset: their people. In the wake of the greatest shock to the labor market since the Great Depression, companies are faced with looming skill shortages, retention concerns, and questions regarding the most effective composition of their workforce. The Talent Equation shows you how to navigate today's hiring climate and drive your business forward. Matt Ferguson, CEO of CareerBuilder, offers hiring professionals and business leaders a roadmap to attract and retain top talent. Ferguson and coauthors Lorin Hitt (Wharton School) and Prasanna Tambe (NYU's Stern School) commissioned a landmark big data study of more than 2,700 employers and 33 million resumes to find the relationship between market performance, education attainment, and employee tenure. The findings are enlightening--and quite surprising. The Talent Equation explores: The ROI of increased education levels and retention rates The benefits of continuous recruitment and talent pipelines technology market, and how workforce analytics tools are changing talent acquisition The importance of reducing longterm unemployment through training and reskilling Smart and timely, The Talent Equation also incorporates case studies from leading brands--both global and domestic--that further illustrate staffing issues facing executives today. The insights and research in the book are invaluable tools for anyone who wants to build and retain a dynamic, competitive, and productive workforce.

Is your HR department prepared to flip the big data switch? At every stage of the employee life cycle, a data-driven approach to HR can help companies make smarter decisions about their most important asset: their people. This title shows you how to navigate hiring climate and drive your business forward.

The Top 1% - Best Practices of Real Estate Rainmakers When it comes to hiring, moving risk as far away from you as possible is always best. By implementing a time-tested, scientifically proven hiring system, you eliminate the costly, frustrating guesswork out of hiring and replace it with certainty. This book shows you how to access up to 88 percent of the "must know" intangibles that are hidden to the naked eye when you interview. This advanced insight is an absolute game changer and enables you to consistently hire the best people with supreme confidence. After all, knowing is always better than guessing! You Will Also Learn... - Why 20 percent of the sales force at almost every company consistently sells 80% of total sales - How to consistently hire the top 20 percent of salespeople using a time-tested, proven science - How to extract the highest performance from your existing employees - The training that will have the largest individual and corporate impact - Why using one-dimensional personality profiles are woefully inadequate at predicting performance - How the hardwiring of the brain dictates your strengths - measure this hardwiring using science - How to identify what motivates & drives employees and potential new hires - How to ensure employee engagement and peak performance

An urgent reality check for America’s blinkered fixation on STEM education. We live in an era of STEM obsession. Not only do tech companies dominate American enterprise and economic growth while complaining of STEM shortages, but we also need scientific solutions to impending crises. As a society, we have poured enormous resources—including billions of dollars—into cultivating young minds for well-paid STEM careers. Yet despite it all, we are facing a worker exodus, with as many as 70% of STEM graduates opting out of STEM work. Sociologist John D. Skrentny investigates why, and the answer, he shows, is simple: the failure of STEM jobs. Wasted Education reveals how STEM work drives away bright graduates as a result of “burn and churn” management practices, lack of job security, constant training for a neverending stream of new—and often socially harmful—technologies, and the exclusion of women, people of color, and older workers. Wasted Education shows that if we have any hope of improving the return on our STEM education investments, we have to change the way we’re treating the workers on whom our future depends.

Is the current industrial model of schooling capable of preparing young people for modern working life? This book provides an unsettling picture of the challenges young people face following the uncertainty of the Global Financial Crisis. It asks whether teachers and schooling are able to provide the skills needed in a contemporary global economy.

This book offers keen insight and useful lessons underscoring the value of practice to theory. Conceived by two anthropologists who lead consulting practices, McCabe and Briody selected contributors to explore how cultural change happens in a variety of consumer and organizational contexts. The 12 case studies illustrate the explanatory potential and the problem-solving strengths of assemblage theory, and the role of human agency in provoking cultural change. The case studies are compelling due to connections between the case narratives and graphics, and researcher engagement in the pragmatics of implementation—both of which shape and encourage learning. This volume will be markedly useful to practitioners engaged in research and implementation. It will also appeal to students and faculty in a variety of fields including anthropology, business management, marketing, sociology, cultural studies, and industrial design.

Key themes in the book are: 1. The need to revaluate how people contribute and create value in today's economy – it is about knowledge, innovation and relationships today rather than executive potential tomorrow. 2. Challenging the conventional wisdom that talent refers to a 'special few' rather than the 'vital many'. Perhaps we don't have enough because we keep looking in the wrong places and doing the wrong things? 3. Conditions facing organizations are tough and competitive and markets are turbulent. To withstand this, we need to build talented organizations and talented individuals. 4. Interdependence between people within and across organizations is critical. The way that each individual relies on each other and how talent is realised through social and team ties makes a decisive, defining difference. 5. Individuals control when and who their potential is shared with. The idea that an organization can manage talent and potential is an outdated conceit. 6. The nature of work itself matters hugely. The extent to which it is stimulating and engaging – and how people can make the connection with what they do and the wider difference it makes – is vital. 7. The way talent is generated is affected by the whole 'ecology' of an organization – its sense of purpose, rituals, the behaviour of its leaders, how it hires and how it fires people all influence the way talent is generated.