Genius at Work shows you how to identify and model your high performers and then use the results in the design and delivery of everything from recruitment and selection processes, interviewing and induction training to performance management, talent management and knowledge management processes.
One of the greatest challenges in businesses today is the protection of tacit knowledge. As competitive pressures increase and a more rapidly changing workforce needs to rely more and more on knowledge that has taken a lifetime to acquire, the ability of HR and L&D professionals to protect an organisation's culture and replicate knowledge has become vital to a business' survival.
For example, one of the UK's oldest and most respected engineering companies had a rapidly ageing workforce in a rapidly changing global market. Their most senior staff had designed the first nuclear power stations, military solutions and materials handling systems, but within the next five years, 50% of that experience would be lost through retirement.
Attracting new talent was not an issue; the biggest problem was getting the right people into the right places as quickly as possible to 'absorb' that knowledge before it was lost forever.
A British High Street retailer launched a new graduate program, and the authors of Genius at Work used their performance modelling methodology to figure out what the highest performers were doing. The results were something of a surprise to the HR team, because the highest performing store managers, buyers and finance managers, in both hard business metrics and staff satisfaction surveys, weren't doing what they were 'supposed' to be doing.
For example, the company had invested considerably in teaching fashionable new 'coaching skills' to the store managers. The authors discovered that the average store managers relied heavily on their coaching skills, but the high performers used a rather different set of skills.
The HR team adopted the authors' recommendations, with the result that the new graduate program delivered operationally ready staff into the business in just 9 months instead of 12; a 25% saving in time and cost.
Genius at Work explains the methodology behind these outstanding results and shows you how to identify and model your high performers and then use the results in the design and delivery of everything from recruitment and selection processes, interviewing and induction training to performance management, talent management and knowledge management processes.
Genius at Work takes a fresh look at how to build an effective and committed workforce. Through relevant case studies Peter Freeth illustrates a sensible and engaging way to maximise the existing talent within an organisation rather than relying on the constantly changing trends of business and talent management theories. The theories and case studies Peter uses in his book demonstrate to be highly practical with a very positive impact and outcome. I would recommend any HR professional who is looking for insight into building a talent management strategy to read Genius at Work.
Andrew Howatson, Head of Talent Acquisition, AOL Europe