"For managers seeking better assessment and development of staff. Chapters in Part I overview the main ways in which an organization can take a competitive advantage through its people. The focus is on providing practical davice for ensuring that the right people are recruited and then ensuring that the right development occurs. Part II examines specific issues such as motivation, leadership, and communication, and looks at improving the performance of the board." -Book News, Inc.

The main source of competitive advantage for an organisation rests in its people. Many companies claim that its people are the greatest asset of the company, but the evidence is that few behave accordingly. Indeed, when managers are appointed to new important positions, such as their first general management position, few receive any special training for this role. The evidence is that most appointees are appointed on the basis of their track record, and not through any attempt to evaluate the new position and to match the candidate's objectively measured skill base against the core...

The main source of competitive advantage for an organisation rests in its people. Many companies claim that its people are the greatest asset of the company, but the evidence is that few behave accordingly. Indeed, when managers are appointed to new important positions, such as their first general management position, few receive any special training for this role. The evidence is that most appointees are appointed on the basis of their track record, and not through any attempt to evaluate the new position and to match the candidate's objectively measured skill base against the core...