In todays competitive job market, can employers afford to spend large sums on recruitment, and then simply let talented people go?
High Potential provides a practical framework for managers to create a strong, strategic vision for a high-performing, high-potential workforce.
Updated to reflect more recent research in the area, the book presents an accessible guide to clearly understanding and defining potential, and how to manage high-potential employees and develop their career. New case studies show how businesses have used the concepts outlined in the book to nurture future talent in the workplace and gain a real competitive business advantage.
Muu info
An updated guide to talent management, from choosing the right people to developing the good into the best and keeping hold of the brightest.
|
|
|
ix | |
| Preface |
|
xi | |
|
|
|
1 | (20) |
|
|
|
3 | (4) |
|
|
|
7 | (14) |
|
PART TWO The Style and Character of Potential |
|
|
21 | (176) |
|
3 Intelligence: Capacity For Learning And Growth |
|
|
23 | (16) |
|
|
|
39 | (12) |
|
5 Overview Of Personality |
|
|
51 | (16) |
|
6 High-Potential Personality Traits And Leadership |
|
|
67 | (18) |
|
7 Emerging Trends In Personality Testing |
|
|
85 | (10) |
|
8 Experience: The Most Brutal Of Instructors |
|
|
95 | (14) |
|
9 The Performance Delusion |
|
|
109 | (10) |
|
10 How To Gain Experience |
|
|
119 | (10) |
|
11 Workplace Culture And Values |
|
|
129 | (10) |
|
12 Motivators And Attitudes |
|
|
139 | (18) |
|
13 The Dark Side And Derailment |
|
|
157 | (12) |
|
14 The Toxic Triangle And Derailment Prevention |
|
|
169 | (14) |
|
15 The Dark Side Traits And Characteristics |
|
|
183 | (14) |
|
PART THREE Assessment - Techniques and Applications |
|
|
197 | (114) |
|
16 Assessment: Methods To Learn About Other People |
|
|
199 | (16) |
|
17 Methods For Assessing People At Work |
|
|
215 | (20) |
|
18 Selection: Choosing The Right People |
|
|
235 | (14) |
|
|
|
249 | (12) |
|
|
|
261 | (16) |
|
21 Developing And Coaching High Potential |
|
|
277 | (16) |
|
22 Retention: Keeping The Best And The Brightest |
|
|
293 | (18) |
| Notes |
|
311 | (1) |
| Bibliography |
|
312 | (16) |
| Index |
|
328 | |
Ian MacRae is an organizational psychology consultant and psychometrician and writer who works internationally. Ian has conducted research with tens of thousands of participants in over 40 countries. He has written 4 books about practical work psychology. He is an advisor at Thomas International, Research Manager at Sage Transitions in Canada, and Director of High Potential Psychology Ltd.
Adrian Furnham is Professor of Psychology at UCL. He has written over 1000 scientific papers and 70 books, and is among the most well-known and productive psychologists in the world, noted for his motivational speaking. Adrian is a newspaper columnist, previously at the Financial Times and now at the Sunday Times. He wrote regularly for the Daily Telegraph and is a regular contributor to national and international radio and television stations including the BBC, CNN, and ITV.
Martin Reed is CEO of Thomas International UK. In addition to building a more efficient sales force and growth revenue, he was pivotal in raising Thomas position within the academic community, which led to the Thomas Personal Profile Analysis (PPA) being registered with the British Psychological Society (BPS). Martin is also a fellow of the Institute of Directors and launched Thomas Sport with the focus of supporting every athlete, coach and sporting organisation in maximising their performance.
