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HBSP (USA)
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Talent Management for the Twenty-First Century (Spanish version)
Cappelli, PeterArticle HBS-R0803ELeadership and People Managementa talent-on-demand system.Starting at €8.20
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The HBR Agenda 2011 (Spanish version)
Ariely, Dan; Brown, Tim; Cappelli, Peter; Davenport, Thomas H.; Duflo, Esther; Fernández-Aráoz, Claudio; Govindarajan, Vijay; Gratton, Lynda; Hackman, J. Richard; Ibarra, Herminia; Kedrosky, Paul; Lafley, A.G.; Li, Charlene; Ma, Jack; Manzoni, Jean-Francois; Pink, Daniel H.; Porter, Michael E.; Schein, Edgar H.; Schmidt, Eric; Schwab, Klaus; Shirky, Clay; Stiglitz, Joseph E.; Sutton, Robert I.; Tyson, LaArticle HBS-R1101BKnowledge and CommunicationJoseph E. Stiglitz will be crafting a new postcrisis paradigm for macroeconomics whereby rational individuals interact with imperfect and asymmetric information. Herminia Ibarra will be looking for hard evidence of how "soft" leadership creates value. Eric Schmidt will be planning to scale mobile technology by developing fast networks and providing low-cost smartphones in the poorest parts of the world. Michael Porter will be using modern cost a...Starting at €8.20
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Learning from the India Way: Redefining Business Leadership
Cappelli, Peter; Singh, Harbir; Singh, Jitendra V.; Useem, MichaelBook Chapter HBS-5822BC-EThe roaring success of Indian business in the last two decades points the world toward a different enterprise model than the one widely practiced in the U.S., with its emphasis on financial goals and shareholder value. Indeed, the global economic crisis of 2008-2009-widely viewed as being triggered by American excesses-has rekindled the debate about the proper role of personal gain and shareholder value in business affairs. In this chapter, autho...Starting at €8.20
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The Make-Versus-Buy Decision: Deciding Whether to Hire Internally or From the Outside
Cappelli, PeterBook Chapter HBS-7578BC-ELeadership and People ManagementIn terms of hiring, employers have a choice, but it is a mistake to think that the choice is "make versus buy" - either developing your talent internally or hiring it from the outside. Instead, they should do some of both. Choosing the mix is crucial to meeting talent management challenges, especially the fundamental tasks of managing uncertainty. This chapter is excerpted from "Talent on Demand: Managing Talent in an Age of Uncertainty."Starting at €8.20
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HR for Neophytes
Cappelli, PeterArticle HBS-F1310A-ELeadership and People ManagementLine managers are taking on duties that once belonged to human resources. They can benefit from emerging best practices and can start by asking and answering the five key questions the author explores.Starting at €8.20
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Leadership Lessons from India
Cappelli, Peter; Singh, Harbir; Singh, Jitendra V.; Useem, MichaelArticle HBS-R1003G-ELeadership and People ManagementUntil recently India was seen by Western businesses primarily as a source of cheap, low-skill labor. But over the past decade the country has attracted a flood of high-skill jobs from the West. Meanwhile, India's economy has grown at roughly 9% a year, and some of its largest companies have grown at twice that rate. What accounts for this? A host of economic, policy, and other environmental factors have played important roles, but the authors asc...Starting at €8.20
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Promises and Challenges of the Talent on Demand Model: Creating a New Paradigm
Cappelli, PeterBook Chapter HBS-7573BC-ELeadership and People ManagementThe old paradigm of talent management has no place in the contemporary business environment, and so we must find a new one. We can start by recognizing that even the best forecasts are inaccurate over the long term. Other steps involve assessing outside hiring possibilities and dangers, changing how we think about developing talent internally, and finding new approaches to matching candidates with jobs. This chapter is excerpted from "Talent on ...Starting at €8.20
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Managing an Internal Market to Match Talent to Jobs
Cappelli, PeterBook Chapter HBS-7574BC-ELeadership and People ManagementThe most important new idea in the management of careers is the effort to turn over control for at least some aspects of the process to employees. The most obvious win for a company comes when good and ambitious employees find an opportunity that suits their needs inside the company as opposed to elsewhere. There are various actions that companies can take to help achieve this, including creating an internal job board and using data mining to see...Starting at €8.20
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The Problem of Uncertainty in Talent Demand: Focusing on Internal Development
Cappelli, PeterBook Chapter HBS-7576BC-ELeadership and People ManagementWhen you recognize that talent management is a business problem, it makes sense to apply what you know about structuring challenges in ways that are most cost effective. This chapter explains how to structure internal development to reduce uncertainty and lower costs by using techniques from operations research. These techniques include shortening the forecasting cycle, relying on the principle of portfolios to reduce variability, and reorganizin...Starting at €8.20
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The Rise of Talent Management
Cappelli, PeterBook Chapter HBS-7579BC-ELeadership and People ManagementTo get a clear sense of contemporary talent management challenges and ways to handle them, it helps to take a long-term view. Most current practices were well established by the 1950s, a time period that has little in common with the present business environment. This chapter traces the early evolution of talent management from the 1880s to the 1950s, using the case of GE as an example. This chapter is excerpted from "Talent on Demand: Managing ...Starting at €8.20