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　　In 1997, a groundbreaking McKinsey study exposed the "war for

talent" as a strategic business challenge and a critical driver of

corporate performance. Then, when the dot-com bubble burst and the

economy cooled, many assumed the war for talent was over. It's

not.

Now the authors of the original study reveal that, because of

enduring economic and social forces, the war for talent will

persist for the next two decades.

McKinsey & Company c***ultants Ed Michaels, Helen

Handfield-Jones, and Beth Axelrod argue that winning the war for

leadership talent is about much more than frenzied recruiting

tactics. It's about the timeless principles of attracting,

developing, and retaining highly talented managers-applied in bold

new ways. And it's about recognizing the strategic importance of

human capital because of the enormous value that better talent

creates.

Fortified by five years of in-depth research on how companies

manage leadership talent-including surveys of 13,000 executives at

more than 120 companies and case studies of 27 leading

companies-the authors propose a fundamentally new approach to

talent management.

They describe how to:

* Create a winning EVP (employee value proposition) that will

make your company uniquely attractive to talent

* Move beyond recruiting hype to build a long-term recruiting

strategy

* Use job experiences, coaching, and mentoring to cultivate the

potential in managers

* Strengthen your talent pool by investing in A players,

developing B players, and acting decisively on C players

Central to this approach is a pervasive talent mindset-a deep

conviction shared by leaders throughout the company that

competitive advantage comes from having better talent at all

levels.

Using practical examples from companies such as GE, The Home

Depot, PerkinElmer, Amgen, and Enron, the authors outline five

imperatives that every leader-from CEO to unit manager-must act on

to build a stronger talent pool.

Written by recognized authorities on the topic, this is the

definitive strategic guide on how to win the war for talent.

Preface Acknowledgments About the War for Talent Research

1 The War for Talent

2 Embrace a Talent Mindset

3 Craft a Winning Employee Value Proposition

4 Rebuild Your Recruiting Strategy

5 Weave Development into Your Organization

6 Differentiate and Affirm Your People

7 Get Started--and Expect Huge Impact in a Year

Appendix: The War for Talent Surveys Notes Index About the

Authors

　　Ed Michaels is a recently retired Director of McKinsey &

Company in Atlanta. Helen Handfield-Jones is a Senior Practice

Expert with McKinsey & Company in Toronto. Beth Axelrod is a

Principal of McKinsey & Company in Stamford, Connecticut.

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　　Talent, as defined by Ed Michaels, Helen Handfield-Jones, and

Beth Axelrod, is shorthand for a key employee who possesses "a

sharp strategic mind, leadership ability, communicati*** skills,

the ability to attract and inspire people, entrepreneurial

instincts, functional skills, and the ability to deliver results."

It's also, they contend in The War for Talent, an overarching

personnel characteristic that companies of all kinds will require

throughout their ***anizati*** in order to survive the competitive

recruiting era that we appear to be entering. Michaels,

Handfield-Jones, and Axelrod, authors of a 1997 McKinsey Quarterly

article that uncovered a definitive connection between top

performers and superior corporate achievement, spent the

intervening years studying 13,000 executives in 27 companies to

identify the programs and behaviors that help today's foremost

firms attract and retain the best kinds of employees. The authors

outline five common "imperatives" that they found these companies

employed to strengthen their talent pools ("Embrace a Talent

Mindset," "Craft a Winning Employee Value Proposition," "Rebuild

Your Recruiting Strategy," "Weave Development into Your

Organization," and "Differentiate and Affirm Your People") and

c***truct a practical framework for *** it happen in your

company. --Howard Rothman