Top management talent, strategic capabilities, and firm performance

Autor: John W. Slocum, William F. Joyce
Rok vydání: 2012
Předmět:
Zdroj: Organizational Dynamics. 41:183-193
ISSN: 0090-2616
DOI: 10.1016/j.orgdyn.2012.03.001
Popis: How many times have you overheard senior leaders say, ‘‘Our people are our most important asset?’’ You have probably heard this proclamation more than a thousand times. According to Gilt Groupe’s chief executive officer (CEO) Kevin Ryan, most companies really don’t act that way, but senior managers still make the statement. He offers this simple test: Ask the CEO if he or she spends more time on recruiting and managing people than any other function. Most would say that recruiting and managing people falls somewhere in their To Do List, but not at the top. Senior managers and readers of the popular business press undoubtedly would agree with Ryan’s assertion. Many of the managers who argue that people are their most important asset also offer a compelling rationale for winning the war on talent. Unfortunately, the place of talent on their to-do list is not consistent with these statements. The truth is that executives are the key assets that bring all other functions into play, and their effort in building and sustaining talent is critical. According to Albert Black, CEO of On-Target, a logistics firm, ‘‘There is Darwinism taking place in our company. No longer are we out there hoping that good people will find a reason to work for us. We must improve our talent in here if we are to stay competitive.’’ Significant investments have been made in talent in many organizations, in the form of new leadership development programs or programs that emphasize becoming an employer of choice. But despite all of these programs and rhetoric, many organizations fail to capitalize on the opportunity for strategic success that a talented management team can bring to their organization. Oftentimes these programs focus on
Databáze: OpenAIRE
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