Foreword

I always approach a new book from three standpoints: First, is the premise valid? Second, does it add value to the field of human capital management? Third, is it practical and useable? John Mattone’s book passes all three tests.

Talent management has become such a widely used phrase that it is difficult to ascribe any unequivocal meaning to it. In this case, John focuses his argument on two of the most fundamental practices of talent management: assessment and coaching.

Assessment was a very popular practice in the 1970s but slowly lost its way when attempts to measure its value were weak to nonexistent. Fortunately, with the advances in analytics over the past decade, assessment is finding new life. This is very important because of the shortage of technical talent in the marketplace, shifts in preferred work/life balance, and the unceasing changes in all aspects of management. This confluence of forces demands the best methodology and tools for an organization wishing to gain or maintain competitive advantage. It also applies to government. Given the massive budgets and deficits, citizens are screaming for efficient and effective delivery of services.

Perhaps the greatest value to be found in John’s book is the way he brings together assessment and coaching around leadership development. Too many organizations spend tens of millions of dollars on leadership and management development without a clear end game. One CAO from a major bank told me they spend a quarter of a billion dollars annually and have no way of knowing what difference, if any, it is making. Hopefully, they will buy this book by the thousands and apply its principles.

Dr. Jac Fitz-enz