As you no doubt know already, Harvard Business Review Press publishes several series of anthologies of articles previous published in HBR. This book is one of the most popular volumes in a series that anthologizes what the editors of the Harvard Business Review consider to be “must reads” in a given business subject area. In this instance, talent. Each of the selections is eminently deserving of inclusion.

If all of the HBR articles were purchased separately as reprints, the total cost would be about $90 and the practical value of any one of them far exceeds that. Given the fact that Amazon US now sells a paperbound edition for only $2.29. That’s not a bargain. It’s a steal.

The same is true of volumes in other series such as HBR Guide to…, Harvard Business Review on…, and Harvard Business Essentials. I also think there is great benefit derived from the convenience of having a variety of perspectives and insights readily available in a single volume, one that is potable.

According to Douglas A Ready, Linda A. Hill, and Robert J. Thomas, “Our recent research makes clear the importance of creating companies that are guided by a collective sense of purpose. People have always sought meaning in their lives, but we found that a sense of purpose is an overwhelming differentiator in attracting top talent. At the same time, these professionals want opportunities to grow, exciting assignments, and interesting careers. A game-changing talent strategy helps companies provide all these elements.” (Page 8)

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Those who read HBR’s 10 Must Reads on Talent can develop the cutting-edge thinking needed to achieve a decisive competitive advantage.

More specifically, they will learn the dos and don’ts with regard to HOW TO

o Build a winning talent strategy
o Recruit ands hire the best candidates
o Identify and develop high-potential employees
o Foster a just and inclusive workplace
o Overcome the challenges of hybrid work
o Prepare your workforce for the future

Also, I again agree with Ready, Hill, and Thomas: “Game-changing organizations  build three capabilities simultaneously: They are purpose-driven, performance oriented, and principles-led. We believe that their secret weapon is superior talent strategies characterized by deep commitment from the top executive team, broad-based engagement, and line accountability, with a ‘leaders developing leaders’ culture.” (Page 12)

Finally, whatever their size and nature may be, all organizations need talent development at ALL levels and in ALL areas of the given enterprise. That is, people who are solution-driven when focusing on a problem’s root causes rather than its symptoms. Peter Drucker nailed it: “There is surely nothing quite so useless as doing with great efficiency what should not be done at all.”