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One Page Talent Management: Eliminating Complexity, Adding Value Hardcover – 1 May 2010


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Product details

  • Hardcover: 200 pages
  • Publisher: Harvard Business School Press (1 May 2010)
  • Language: English
  • ISBN-10: 1422166732
  • ISBN-13: 978-1422166734
  • Product Dimensions: 2.5 x 16.5 x 24.1 cm
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (3 customer reviews)
  • Amazon Bestsellers Rank: 138,128 in Books (See Top 100 in Books)
  • See Complete Table of Contents

More About the Authors

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Review

This book should be read by all senior executives and human resource professionals. --Suite 101, 26th July 2010

An easy-to-use model based on proven scientific research, which eliminates complexity by including only those components that add real value. An invaluable starting point. --Professional Manager, September 2010

About the Author

Marc Effron is an experienced talent management practitioner who created one of the best known leadership studies, the Top 20 Companies for Leaders. He is currently VP, Global Talent Management for Avon Products in New York City. He has authored two prior books on HR and Leadership and published numerous articles. Marc is a sought after speaker, addressing 10-15 HR and business conferences each year, and is frequently quoted on leadership topics. He has held senior leadership positions with Bank of America and Avon Products, and created and led the Global Leadership Practice for HR consulting firm Hewitt Associates. While in consulting, he worked with large global organizations such as Alcoa, Phillips, and Reliance (India) on building talent in their organizations. In 2007, he founded the New Talent Management Network, a group of 600+ talent professional interested in advancing that profession.

Miriam Ort is the co-architect of the One Page Talent Management concept. She is currently Senior Manager, Human Resources for Pepsico North America. In her prior role as Senior Manager for Talent Management at Avon Products, her efforts resulted in the one page engagement survey report which inspired the One Page Talent Management philosophy. Miriam co-authored "Talent Pool or Talent Puddle: Where's the Talent in Talent Management?" which was published in Leadership Excellence magazine in 2007. Her recent speaking engagements include the Society of Industrial and Organizational Psychologists' annual conference and the International Consortium for Executive Development Research.


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1 of 1 people found the following review helpful By Rolf Dobelli TOP 500 REVIEWER on 3 Aug 2011
Format: Hardcover
Business leaders publicly tout their employees as their most important asset because they know that their companies are only as good as the people who work for them. Yet many firms struggle with cultivating and keeping capable workers. Talent-building systems are often unnecessarily complex and inefficient, and they can fail to groom leaders in a timely, professional manner. Instead, human resources experts Marc Effron and Miriam Ort suggest a better way: a simplified approach - based on behavioral science, simplification and transparency - that offers real value in such talent management areas as performance assessment and succession planning. The text seems directed at those with some prior knowledge of HR research and tools, but getAbstract believes anyone in HR or related fields will benefit from this guide's no-frills approach to talent management.
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1 of 1 people found the following review helpful By Robert Morris TOP 500 REVIEWER on 15 Jun 2010
Format: Hardcover
The claim by Marc Effron and Miriam Ort that they offer "the most powerful" processes that create successful talent is, at best, debatable. However, they do recommend a three-step process by which to increase value while reducing complexity of talent practices by integrating behavioral science, simplicity, accountability, and transparency within those practices. This process is eminently sensible but, of course, its effectiveness depends almost entirely on how well it is planned, executed, and then sustained by those who adopt it. Effron and Ort duly note, "Because talent practices work only if they are implemented, ensuring successful implementation must be a primary goal."

Most change initiatives fail, many if them the result of cultural barriers that James O'Toole so aptly characterizes as "the ideology of comfort and the tyranny of custom." Changing talent practices is certain to create resistance. Effron and Ort identify four talent-building barriers: reluctance to eliminate needless complexity, inability to create value, unwillingness to
stay current with cutting-edge research, and reluctance to be transparent and accountable. The material provided is based on four assumptions with which I wholly agree: the available and relevant science works, only effective implementation matters, managers want to succeed, and finally, transparency and accountability guarantee results. OPTM can generate verifiable evidence to support these assumptions and thereby eliminate the aforementioned barriers.

With regard to the significance of "one page," Effron and Ort realize that the key form or process for every talent practice can be reduced to only a single page.
Read more ›
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Format: Hardcover Verified Purchase
I absolutely love the simplicity of explanation in this book and can't recommend it highly enough.

It has become a huge resource that I use on a daily basis. I've even bought and gifted this book to others. The models are easily explained and are very straightforward with credible examples and endorsements from HR and talent users. So many businesses could benefit.
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Most Helpful Customer Reviews on Amazon.com (beta)

Amazon.com: 24 reviews
24 of 27 people found the following review helpful
A comprehensive analysis of "the most powerful, repeatable processes that create successful talent" 15 Jun 2010
By Robert Morris - Published on Amazon.com
Format: Hardcover
The claim by Marc Effron and Miriam Ort that they offer "the most powerful" processes that create successful talent is, at best, debatable. However, they do recommend a three-step process by which to increase value while reducing complexity of talent practices by integrating behavioral science, simplicity, accountability, and transparency within those practices. This process is eminently sensible but, of course, its effectiveness depends almost entirely on how well it is planned, executed, and then sustained by those who adopt it. Effron and Ort duly note, "Because talent practices work only if they are implemented, ensuring successful implementation must be a primary goal."

Most change initiatives fail, many if them the result of cultural barriers that James O'Toole so aptly characterizes as "the ideology of comfort and the tyranny of custom." Changing talent practices is certain to create resistance. Effron and Ort identify four talent-building barriers: (1) reluctance to eliminate needless complexity, (2) inability to create value, (3) unwillingness to stay current with cutting-edge research, and (4) reluctance to be transparent and accountable. The material provided is based on four assumptions with which I wholly agree: the available and relevant science works, only effective implementation matters, managers want to succeed, and finally, transparency and accountability guarantee results. OPTM can generate verifiable evidence to support these assumptions and thereby eliminate the aforementioned barriers.

With regard to the significance of "one page," Effron and Ort realize that the key form or process for every talent practice can be reduced to only a single page. However, as we all know, most electronic or print documentation about almost anything in business can be substantially reduced. For example, check out "American Express: A One Page Response to Challenging Times" (Page 19). Throughout their narrative, the co-authors make skillful use if several reader-friendly devices. Here is a representative selection of various Tables and Figures:

Table 1-1, Example of Transparent Action (Page 21)
Table 1-2, Examples of Accountable Actions (Page 23)
Figure 2-1, OPTM Performance Management Template (Page 47)
Figure 3-1, Example of OPTM 360º Assessment (Page 65)
Figure 3-2, Example of OPTM 360º Report (Page 72)
Figure 5-1, Example of OPTM Engagement Survey Report (Page 124)

It is important to keep in mind that Effron and Ort are sharing their own experiences with OPTM and base their observations and recommendations on real-world situations. Their insights are empirical rather than hypothetical or theoretical. The process is a framework within which each reader must formulate what is most appropriate to her or his own organization's needs, interests, resources, limitations, and strategic objectives. Moreover, I presume to add that an OPTM program will always be a "work in progress," sustainable to be sure but dynamic, responsive to change, and subject to frequent and rigorous evaluation.

At GE, the CEO selects his successor and Reginald Jones selected Jack Welch in 1981. His only advice: "Blow it up." The elegant and patrician Jones correctly realized that the company had become complacent and needed someone like Welch (scrappy, profane, volatile, confrontational) to lead it next. Welch became known as "Neutron Jack" as he sold off under-performing companies and eliminated under-performing executives. Attracting and retaining peak performers was one of his highest priorities. He devoted at least 20% of his time to mentoring and coaching high-potentials in middle management. I mention all this by way of suggesting that a methodology such as OPTM, if established and maintained properly, will accomplish two immensely important business objectives: it will attract high-potential candidates and then develop them and their associates to become high-impact workers at all levels and in all areas.

Here are two quotations that, I think, provide an appropriate conclusion to this review. First, from Peter Drucker: "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." Hence the importance of focusing on what is most important. Now this observation from Albert Einstein: "Make it as simple as possible...but no simpler." Obviously, Marc Effron and Miriam Ort agree.
9 of 9 people found the following review helpful
Wow finally a WorkForce Talent management book that makes sense 17 May 2010
By Jack Prohens - Published on Amazon.com
Format: Hardcover
After 18 years in the Workforce solutions field I have finally found a book on Talent management that made sense. One page is a refreshing departure from the same old. This book is filled with great ideas that I have been able to utilize right away in my business practices. Must buy if you are looking for immediate ideas and solutions to your companies workforce solutions
5 of 6 people found the following review helpful
timely and relevant 26 Jun 2010
By voirdire - Published on Amazon.com
Format: Hardcover Verified Purchase
With all the complexity about talent, this book is a pleasant reprieve! What a wonderful want to show how to actually make talent happen in a simple and straightforward way. This book can be useful for anyone interested in upgrading their talent. The ideas are clear, the tools useful, and the application evident. What a wonderful job.
2 of 2 people found the following review helpful
Clear and practical guide for talent management 21 Sep 2010
By Divyesh R. Ramani - Published on Amazon.com
Format: Hardcover
I really like this book because it is clear, direct and practical. There are many books in the market on talent management which is full of disorganized content and really not practical. This book is full of practical ideas and approaches that you can start implementing today without getting confused. This book also provides very clear suggestions about how to communicate with employees while implementing talent management practices. Must read for HR professionals, business consultants and entrepreneurs.

Thanks to authors for writing such an amazing book.
2 of 2 people found the following review helpful
This book delivers 5 Mar 2013
By Gabor Nagy - Published on Amazon.com
Format: Hardcover Verified Purchase
I am a Talent Management consultant with ten years experience with competency models/assessment tools/assessment centers/training. Among all the books I read, I find this book the most practical and thought provoking in the same time. Inspired by the book, I have redesigned our engagement survey, and I am redesigning our 360 tool according to the principles recommended by Effron and Ort. I always believed in manager friendly solutions, and the book gave excellent ideas how to improve my tools. Great ideas also around implementation and driving accountability. I also highly appreciate the concise style and the clear stand of the authors on many controversial issues. I highly recommend the book for consultants, HR/OD professionals, and high level managers who really care about talent. I believe reading the book will inspire many to change things around their talent management practices. My only warning would be not COPY/PASTE every specific suggestion as it is recommended, even though it is based on research, because some may not be suitable in all companies. For example, the authors recommend the manager should set the target for the employee instead of participatory goal setting. That works in general, but only if the manager truly understands the context of the employee's work, which is not always the case, e.g. in virtual teams, cross-border operations, complex technical work, etc. Or if you start from scratch, and your managers' soft skills are low, implement the practices one-by-one, not at once. So use the principles with judgement - but do use them! All in all, a truly remarkable book that has the potential to "change the world" of talent management in many companies.
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