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This book, a copublication with HR People & Strategy (HRPS), contains 13 sets of debates on the most relevant human capital issues confronting organizations--large and small--today. This resources addresses talent management, organizational effectiveness, leadership development, HR strategy and planning, and building a strategic HR function.
Much of the discussion is with a strategic, forward-thinking perspective that deals with new directions for established practices, like rethinking talent management, or heading off into newer frontiers, like neuroscience or sustainability.
Each set of articles has a Learning Guide for the development of teams in organizations or students in classrooms and for professional development.
More than 120 thought-leaders, practitioners, and academics from 14 countries contributed.
About the Editors
Anna Tavis, Ph.D., is Global Head of Talent Management at Brown Brothers Harriman, an adjunct professor at New York University in the department of Leadership and Human Resource Management, and on the board of directors of Human Resources Planning Society and editor of the People and Strategy Journal section on Point Counterpoint. Richard Vosburgh, Ph.D., is VP & Chief HR Officer of KEMET Electronics Corporation. For five years he was the volunteer Executive Editor for the HRPS Journal and originated the Point Counterpoint series. Ed Gubman, Ph.D., is the cofounder and principal of Strategic Talent Solutions; and served for three years as Executive Editor for the HRPS Journal. His other books include The Engaging Leader: Winning with Today's Free Agent Workforce (2003) and The Talent Solution: Aligning Strategy and People to Achieve Extraordinary Results (1998).
Table of Contents
Section I. Talent Management
Chapter 1. Is “Build on Your Strengths” the Best Advice? So I was Thinking. . .
Bob Eichinger (Lominger Intl.)
With Counterpoints by Michael Beer (Harvard); John Boudreau (USC); Paula Calagiuiri
(Rutgers); Donna Dennis (Consultant); Fred Frank (TalentKeepers); Ed Gubman (Strategic
Talent Solutions); Gerald Ledford (Consultant); Bill Stopper (The Walker Group); Dave
Ulrich (University of Michigan); Kathryn Zukof (New York University)
Chapter 2. One More Time: Focus on Your Strengths (And Implications for Performance Management)
Marcus Buckingham (Author)
With Counterpoints by Ed Lawler (USC); Lynda Gratton (London Business School); Arthur
Yeung (China Europe International Business School, China); Ranjan Acharya and Joseph
George Anjilvelil (WIPRO, India); Niko Canner (Katzenbach Partners); Andy Liakopoulos and Karen McDonald (Deloitte Consulting); Lee Konszak (Washington University)
Chapter 3. A Supply Chain Model for Talent Management
Peter Cappelli (University of Pennsylvania)
With Counterpoints by Don Ruse (Axiom); Kim Nugent (Consultant); Elise Freedman (Watson Wyatt Worldwide); Jamie Flinchbaugh (Lean Learning Center); Kathleen McCarthy (American Express); Scott Brooks and Jeffrey Saltzman (Kenexa); Jurgen Rohrmeier (Consultant, Germany); Peter Bedford (ABB Group, Switzerland); Nicholas Kemsley (Consultant, UK); Richard Arvey (National University, Singapore)
Section II. Organizational Effectiveness
Chapter 4. Redesigning Your Organization for the Future of Work
Tamara Erickson (NGenera Innovation Network)
With Counterpoints by Beverly Kaye (Career Systems International); James Ware and Charles Grantham (Work Design Collaborative); Sherry Benjamins (S Benjamins & Company); Lawrence Clark (Korn/Ferry Institute); W. Warner Burke (Columbia University); Kevin Rubens (Aon Consulting); Arthur Yeung (China Europe International Business School, China); Alison Eyring (Organisation Solutions, Singapore); Geetanjalli Parmar (AIG, India); Pam Hurley (Tosca Consulting Group, UK); Yochanan Altman (London Metropolitan University, UK)
Chapter 5. Neither Hierarchy Nor Network: An Argument for Heterarchy
Karen Stephenson (NetForm)
With Counterpoints by Edgar Schein (MIT); Robert Eccles (Harvard); Charles Handy (London Business School); Tracy Cox (Raytheon); Patti AnKlam (Author); Berry Frew (Center for Executive Education); Art Kleiner (Booz & Company); Ross Dawson (Advanced Human Technologies, Australia)
Chapter 6. Five Myths and Realities About Using Social Media in Your Company
Jeanne Meister & Karie Willyerd (Authors)
With Counterpoints by Rob Quish (JWT); Jim Bowles (BTS); Matthew Breitfelder (MasterCard); Anne Berkowitch (SelectMinds); Chris Hoyt (PepsiCo)
Section III. Leadership Development
Chapter 7. What Peter Drucker Means Around the World A World Citizen of Austrian Origin: The Rediscovery of the European Roots of the Father of Modern Management
Richard Straub (Peter Drucker Society of Austria)
With Counterpoints by Guido Stern (IESE Business School, Spain); Thomas Sattelberger (Deutsche Telekom AG, Germany); Chuck Ueno (The Drucker Society of Japan); Vaibhav Manek (PRISM Center, India); Shuming Zhao (Nanjing University, China); Danica Purg (IEDC, Slovenia); Bob Buford (The Drucker Institute); Rick Wartzman (The Drucker Institute)
Chapter 8. How Neuroscience will Impact Leadership
David Rock (Neuroleadership Institute)
With Counterpoints by Paul Lawrence (Author); Terry Hogan (CitiGroup); Christine Williams (NASA); Tobias Kiefer (Booz & Company
Chapter 9. Onboarding: An Act of Transformational Leadership
George Bradt (PrimeGenesis)
With Counterpoints by Charles Forgang (Lawyer); George Olcott (University of Cambridge,UK); Robert Rigby-Hall (LexisNexis); Matthew Walter (Bank of America); Sonja Weckstrom (Right Management, Finland)
Section IV. HR Strategy & Planning
Chapter 10. Why Leading Sustainability Matters More Than Ever
Daniel Goleman (Author)
With Counterpoints by Christopher Lueneburger (Egon Zehnder); John Ehrenfeld (MIT); Peter Senge (MIT); Miriam Hawley (Enlignment); Daniel Esty & Sandra Lauterbach (Esty Environmental Partners); Sophie Constance (Societal Business); Shari Aaron (Author)
Chapter 11. Competitive Advantage, HR Strategy and China (The 2008 Olympics)
Jeremy Fox (Appalachian State University), Joan Donahue (University of South Carolina) & Jinpei Wu (Virginia Tech)
With Counterpoints by Arthur Yeung (China Europe International Business School, China); Xiaoya Liang (Fudan University, Shanghai); J. Stewart Black (INSEAD, France); Jeff Hasenfratz (Mindsight, Shanghai); Doug Guthrie (New York University); and Alison Eyring (Organization Solutions, Singapore)
Section V. Building a Strategic HR Function
Chapter 12. The HR Business Partner Model: Past Learnings & Future Challenges
Dave Ulrich & Wayne Brockbank (The RBL Group)
With Counterpoints by Stephen Kelner and Manuel de Miranda (Egon Zehnder); Jerry McGrath (Korn Ferry); Claudia Kelly (Spencer Stuart); Joanna Miller (Russell Reynolds); Lauren Doliva (Heidrick & Struggles); Amy Titus (BearingPoint); Joy Wyatt (Franklin Templeton Investments); Cheryl Thomas (Johnson Financial Group)
Chapter 13. Are You Getting a Bang Out of Your Executive Pay Buck?
Ross Zimmerman (Exequity)
With Counterpoints by Donald Delves (The Delves Group); Michelle Holmes (M Rewarding, Switzerland); Michael Schuster (Syracuse University); Douglas MacGray (EGE Advisors); Paul Kirincic (McKesson); Chuck Csizmar (CMC Compensation Group); Eric Hosken (Korn Ferry)
Chapter 14. Closing Perspectives
Ed Gubman (Strategic Talent Solutions)
"If you've ever thought there must be another side to the HR advice you’re hearing, this is the book for you. Point Counterpoint: New Perspectives in People & Strategy is a terrific guide to the pluses and minuses of contemporary ideas."—Peter Cappelli, the George W. Taylor Professor of Management at The Wharton School, University of Pennsylvania
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