Winning the Talent War: A Strategic Approach to Attracting, Developing and Retaining the Best People

By Charles Woodruffe | Go to book overview

6
Shreds of evidence

Evidence is needed to help decide which of three readings is most accurate. Organizations might be having difficulty building and retaining the core as a result of the move from a relationship to a transaction. Alternatively, they might have put together transactions that work: the exchange of knowledge work for employability might be one that retains the knowledge worker's services. Finally, organizations might have continued to enjoy perfectly good relationships with their core. They might have maintained an adequate separation between their core and periphery, rather than allowing the need for contingency and transactions to permeate to the core. If everything to do with knowledge workers, in terms of their satisfaction and plans to stay, is found to be fine, then, presumably, organizations have built perfectly good relationships with them or at least they have found transactions that work.

The initial evidence might seem quite positive. Certainly, anything wrong might not be self-evident to the CEO who sees a booming stock price and general 'good news' on the health of the business. If there are any problems on the human resources (HR) front, the CEO might reason, they are not sufficient to be having an impact and are probably not worth worrying about. However, it is worth the CEO taking a deeper look because it is just possible that behind the good news of the quarterly results lies the bad news concerning the core human resource. Perhaps, organizations do not have a manifest problem at present, but behind the good news of higher earnings per share bought by delayerings and mergers there might lie the potential bad news of staff with lessened commitment and loyalty. It is the HR equivalent of living off capital. Future growth based upon the intellectual capital of a committed core of knowledge workers will be harder to achieve.


WHO WANTS TO LEAVE?

The first type of evidence concerns whether high potential staff are tending towards or away from being basically committed as well as

-57-

Notes for this page

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this book

This book has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this book

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this page

Cited page

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited page

Bookmark this page
Winning the Talent War: A Strategic Approach to Attracting, Developing and Retaining the Best People
Table of contents

Table of contents

  • Title Page iii
  • Contents v
  • Acknowledgements vii
  • Introduction: Focusing through a Fog ix
  • Part One - Creating a Strategy for Winning Talented People 1
  • 1: Our Changing World 3
  • 2: Dancing Giants 13
  • 3: What About the Knowledge Workers? 25
  • 4: Squaring the Circle 35
  • 5: If the Core is Contingent 47
  • 6: Shreds of Evidence 57
  • 7: Finding a Third Way 65
  • 8: Siren Voices to Short-Termism 83
  • Part Two - Implementing the Strategy of Gaining Commitment by Showing Commitment 93
  • 9: Who Are You Calling Core? 95
  • 10: Roll Up for the Mystery Tour 101
  • 11: Selecting for the Future 111
  • 12: Development 127
  • 13: Showing You Care 141
  • 14: Whatever Turns You On 151
  • 15: Managing Careers for Commitment 161
  • Bibliography 171
  • Index of First Named Authors 185
  • Subject Index 189
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this book

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
/ 194

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Author Advanced search

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.