William A. Schiemann

Praise for Reinventing Talent Management "Bill Schiemann's book is a comprehensive presentation of the need to better understand, measure, and increase organizational people equity. It clearly transforms concepts that have historically been considered less tangible into actionable imperatives. Today more than ever, it's essential that leadership maximizes alignment, capabilities, and engagement within their organizations." —Paul Schultz, President and COO, Jack in the Box Inc. "Reinventing Talent Management has arrived just in time. Given the challenging times we face today, recruiting and retaining the very best people is now more important than ever. Bill has developed a unique innovative framework on how to do this, as well as provided a broad array of practical approaches to putting the theory into action." —Keith Lawrence, Director, Human Resources, Procter & Gamble "Reinventing Talent Management is an outstanding blend of research and practice. It reports compelling research on the value of investing in talent and offers specific recommendations on how to develop people equity through alignment, capabilities, and engagement. The book confirms what good people managers do and offers specific guidelines for those wanting to upgrade their people management skills." —Dave Ulrich, Professor, Ross School of Business, University of Michigan, and Partner, The RBL Group "Bill makes the case for reinventing talent management and tells us how to do it. The book is loaded with good examples and must-take actions that lead to a winning talent management strategy." —Edward E. Lawler III, founder and Director, Center for Effective Organizations, Marshall School of Business, University of Southern California, and author of Talent: Making People Your Competitive Advantage "Talent management certainly needs to be reinvented-this book does it! Read, learn, redo!" —Dr. Richard Beatty, Professor of Human Resource Management, Rutgers University "Reinventing Talent Management provides an accessible framework that offers pragmatic ways to better understand how investments in human capital and talent can be measured and linked to financial returns." —Dr. John Boudreau, Professor and Research Director, Center for Effective Organizations, Marshall School of Business, University of Southern California

At last, in this book, the great paradox of measurement is resolved. According to the authors' original -- and revealing -- research companies that manage by measurement outperform less disciplined competitors by an average three-year return on investment of 80 percent versus an average ROI of 45 percent. Yet few companies have put in place a disciplined approach for measuring the key nonfinancial, strategic performance areas that are so crucial to a firm's success.Bullseye! treats measurement as a key senior-management business issue. The authors explore the role of measurement in adding clarity and specificity to an organization's strategy, and in driving efforts to translate strategy into operational initiatives and business results.Organizational change and measurement experts William Schiemann and John Lingle have written the first book to provide a complete detailed blueprint for implementing a strategic measurement system. To resolve the measurement paradox, they have created as the centerpiece of Bullseye! a detailed case study that describes a four-phase process that will successfully transform any company into a measurement-managed organization. The four phases of this process are: defining a strategic business model, designing measures to support the model cascading the model and measures throughout the organization, and embedding the measures into the leadership processes of the organization.In eminently readable prose, the authors confront head-on the powerful forces that conspire to prevent a company from gaining the full value from its measurement system. In the process, Schiemann and Lingle have developed an integrative framework that covers all the major measurement areas: markets and customers, finance, people, operations, the environment, and suppliers. In fact, the authors go Beyond other published accounts of measurement systems by providing strategic tools to manage customer, community, environmental, and regulatory stakeholders along with suppliers, and adaptability -- the level at which a company learns and innovates. Focus and speed, they argue, are the essential competitive qualities. Following the guidelines recommended in this book, executives with responsibility for setting and implementing strategy should be able to make significant improvements in three months and major changes within a year. Bullseye! is must reading for all general managers at the corporate, division, and business-unit levels.