Authors: Rusty Rueff and Hank Stringer.

ISBN: 0-13-185523-9

It’s People!  Everything Depends on Recruiting, Mobilizing, and Retaining People.

Back in the olden days of “B school,” several--ahem--decades ago anyway, we were all economists and sports writers. To determine the business value of an enterprise, we learned to “line up” the last five years of audited financial reports, calculate “batting averages” and financial ratios, project historical performance into the future, and then “call a huddle” to determine the present value of the future cash flows. This approach is how we made our merger decisions, it was how we purchased capital equipment, and it was how we decided on new product lines. Only as a second thought did we make any attempt to evaluate the management team, or to delve into the important staffing strengths and weaknesses. Those personnel questions would have been too subjective, too qualitative, for our valuation models. The professors would explain, “Quality of the management team is already discounted into the historical performance of the firm, and hence the stock price.”  We took this to mean we could ignore these issues because good managers generate good numbers. So we followed the numbers.

Predictably, we emerged from school with monetarist attitudes about the power of capital, the amazing quality of market information, and a resulting suspicion of “marketing types,” flashy people with pinky rings who advocated controlling our firm’s public perception. We were never troubled by the nagging doubts that should have made us wonder, “so how’s come none of my models ever determines, with any accuracy, the value of a stock, or the selling price of a company?”  We were sure that these discrepancies happen because the market, with its perfect knowledge, knew something about the industry that we didn’t know. And too often, we would later learn that we had overlooked an important personnel issue; a looming retirement, a shortage of specialists, an obsolete benefits package, a drinking problem. We should have known. But comforting ourselves with a truism about the focal acuity of “hindsight,” we would “get back out there and step back up to the plate.”

So it is no wonder that most of my generation still hires, retains, and plans for its workforce in some rough imitation of the way our boss’ generation hired. When we have a need for a new person, we concoct a job description, get our bosses approvals, and post the “vacancy” on line. When the hundred thousand resumes arrive, we form a team to winnow the pile down to a manageable fifty. Then we spend the evening with those fifty resumes and in the morning we have ten candidates. After some uncomfortable phone calls, we schedule two or three interviews. Unhappy with the selection, we send the job description out to a small group of “contingency” head hunters. And the same hundred resumes begin filling our inboxes and tying up the fax machine again. But this time, each resume comes with a head hunter advocate, pushing us to meet with this one candidate. By now, everyone in the industry knows that you are hiring, including your own employees, many of whom feel this job would be the next logical stepping stone in their own career track.  

If you recognize yourself at all in this short description, you would certainly benefit from a close reading of Rueff and Stringer’s Talent Force: a New Manifesto for the Human Side of Business.  In the time it will take to meet with a heartbroken and valuable employee who feels “passed over” in your staffing program, you can be reintroduced to the latest tools for maintaining and building the people force that IS your company. More than a motivating “locker room talk,” you will learn how to find resources and strategies that you may have overlooked. The most helpful insights may be in the sections on “Emerging Recruitment Practices” and “Strategic Integration Point Person,” in which the processes of recruiting, outsourcing, and retaining talent are integrated into a marketing approach prioritized at the top of your organization. Specific advice is offered on how to find qualified talent consultants and specialists. And this is all packaged in an easy to read book that steers clear of theoretical approaches and industry-specific solutions. A copy of this book should be placed in the reading bin of every first class seat on commercial airlines.   

The above review was contributed by: Joe Petrulionis:  Joe Petrulionis reads, writes, and teaches the history of ideas and he emphasizes the political and cultural context in which these philosophical, scientific, and artistic notions emerge. Joe has a recent Masters Degree in History and is in recovery from a previous career and graduate specialty in finance and economics. To read more of Joe's reviews CLICK HERE