People Advantage

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 competencies needed for that job. This book demonstrates the many ways that the careful selection of individuals and teams can add value to the enterprise. It also demonstrates that there are methods by which teams can be enhanced through utilising and understanding the diversity of the different styles of the individuals.

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 competencies needed for that job. This book demonstrates the many ways that the careful selection of individuals and teams can add value to the enterprise. It also demonstrates that there are methods by which teams can be enhanced through utilising and understanding the diversity of the different styles of the individuals.