Differentiated Workforce

　　Do you think of your company's talent as an investment to be managed like a portfolio? You should, according to authors Becker, Huselid, and Beatty, if you're interested in strategy execution. Many companies fall into the trap of spending too much time and money on low performers, while high performers aren't getting the necessary resources, development opportunities, or rewards. In "The Differentiated Workforce", the authors expand on their previous books, "The HR Scorecard" and "The Workforce Scorecard", and recommend that you manage your workforce like a portfolio - with disproportionate investments in the jobs that create the most wealth. Based on two decades of academic research and experience working with hundreds of executives, "The Differentiated Workforce" gives you the tools to translate your talent into strategic impact.

　　Brian E. Becker is a professor of human resources in the School of Management at SUNY Buffalo. Mark A. Huselid and Richard W. Beatty are professors of human resource management in the School of Management and Labor Relations at Rutgers University. Huselid and Beatty consult extensively in organizations and speak frequently to practitioners in the HR professional associations around the world.

Contents:
Chapter 1: Put Strategy First, Not People.
Chapter 2: Linking Workforce Strategies to Strategic Capabilities.
Chapter 3: Identifying Strategic Positions.
Chapter 4: Leadership Accountability for Workforce Success: The Line Manager’s HR Role.
Chapter 5: Designing an HR Architecture for The Differentiated Workforce.
Chapter 6: Strategic Workforce Measures.
Chapter 7: Making it Happen in Practice: Creating a Differentiated Workforce at the American Heart Association.