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　　Do you think of your company's talent as an investment to be

managed like a portfolio? You should, according to authors Becker,

Huselid, and Beatty, if you're interested in strategy execution.

Many companies fall into the trap of spending too much time and

money on low performers, while high performers aren't getting the

necessary resources, development opportunities, or rewards. In "The

Differentiated Workforce", the authors expand on their previous

books, "The HR Scorecard" and "The Workforce Scorecard", and

recommend that you manage you***orkforce like a portfolio - with

disproportionate investments in the jobs that create the most

wealth. Based on two decades of academic research and experience

working with hundreds of executives, "The Differentiated Workforce"

gives you the tools to translate your talent into strategic

impact.

Contents:

Chapter 1: Put Strategy First, Not People.

Chapter 2: Linking Workforce Strategies to Strategic

Capabilities.

Chapter 3: Identifying Strategic Positi***.

Chapter 4: Leadership Accountability for Workforce Success: The

Line Manager’s HR Role.

Chapter 5: Designing an HR Architecture for The Differentiated

Workforce.

Chapter 6: Strategic Workforce Measures.

Chapter 7: Making it Happen in Practice: Creating a Differentiated

Workforce at the American Heart Association.

　　Brian E. Becker is a professor of human resources in the

School of Management at SUNY Buffalo. Mark A. Huselid and Richard

W. Beatty are professors of human resource management in the School

of Management and Labor Relati*** at Rutgers University. Huselid

and Beatty c***ult extensively in ***anizati*** and speak

frequently to practitioners in the HR professional associati***

around the world.

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书籍介绍

Do you think of your company's talent as an investment to be managed like a portfolio? You should, according to authors Becker, Huselid, and Beatty, if you're interested in strategy execution. Many companies fall into the trap of spending too much time and money on low performers, while high performers aren't getting the necessary resources, development opportunities, or rewards. In The Differentiated Workforce , the authors expand on their previous books, The HR Scorecard and The Workforce Scorecard , and recommend that you manage you***orkforce like a portfolio - with disproportionate investments in the jobs that create the most wealth. Based on two decades of academic research and experience working with hundreds of executives, The Differentiated Workforce gives you the tools to translate your talent into strategic impact.