How to Lead—Not Follow—When It Comes to Talent Management

In The Executive Guide to High-Impact Talent Management, David DeLong and Steve Trautman show leaders how to not only reduce the risks of talent shortages but also maximize the payoff of workforce and leadership development investments. The concept of “talent management” may have become commonplace in human resource circles, but a lot of leaders outside of HR have a nagging feeling their organization still isn’t getting their money’s worth from these investments. Leaders recognize the challenges with recruiting, developing and retaining top talent. They know that boomers are retiring and that younger workers must be onboarded efficiently. They also know that critical shortages exist for key positions in energy, healthcare, engineering, aerospace and government. But senior executives often don’t know what to do about these challenges. Increasingly, leaders are wondering: Do we have who it takes to achieve our corporate goals in the future?