Leaders at all levels now understand the vital importance of having talented employees who are motivated and aligned with the organization’s strategy, but relatively few have a deep understanding of how to be systematic in planning for and achieving this important condition for sustained success.

When leaders lack a well-developed perspective on the specific relationship between talent strategy and organizational strategy, their talent strategies may merely be to tweak existing processes (staffing, development, goal setting, compensation, etc.) to their perception of “fit,” or they may imitate what they hope are best practices from other organizations. Even more problematic is when they apply simplistic reward systems or focus on the immediate financial impact of the decisions, without an understanding of the impact on the culture and employees within the firm. Without a well-grounded and clear perspective on the critical success factors, they may make incorrect adjustments or fail to understand the keys to success in the practices they emulate or the organizational consequences of financially motivated decisions.

This book will help future leaders develop a more rigorous perspective of their organizational and talent decisions, improving the success of their organizations and their own individual careers as well. In one short and easy-to-read volume, the authors provide both frameworks and vivid examples that will help leaders within and outside the HR profession better understand and create better human capital strategies.