THE BOOK

Composed of seven chapters, The Differentiated Workforce makes the case for why the workforce should be managed like an investment portfolio – with disproportionate investments in resources, development opportunities, and rewards for high performers in strategic roles. Based on over two decades of research and hands-on experience, The Differentiated Workforce will give you the tools to transform your organization’s talent into powerful strategic impact. Each chapter covers a key step in the process of creating a differentiated workforce at any organization.
Chapter 1 Put Strategy, Not People, First

Figure 1-1: The four stages of workforce differentiation
Figure 1-2: The performance of HPWS firms
Chapter 2 Link Strategic Capabilities to Workforce Strategy

Figure 2-3: Partial strategy map for “BankCo”
Chapter 3 Identify Strategic Positions

Read an excerpt from Chapter 3
Figure 3-1: Creating a differentiated workforce
Figure 3-2: The importance of performance variability
Table 3-2: Defining “A”, “B”, and “C” positions
Figure 3-5: Assessing “A” positions
Chapter 4 Establish Leadership Accountability for Workforce Success – The Line Manager’s HR Role

Table 4-2: FridgeCo strategic human capital plan
Chapter 5 Design an HR Architecture for the Differentiated Workforce

Table 5-1: What do you really want your workforce to understand?
Figure 5-6: Process flow for HR practices
Table 5-7: Human capital plan for “FridgeCo”
Chapter 6 Develop Strategic Workforce Measures

Figure 6-1: Managing human capital to execute strategy
Chapter 7 Make It Happen in Practice – Creating a Differentiated Workforce at the American Heart Association

Figure 7-1: Workforce management strategic focus guidelines
Figure 7-2: Fund-raising strategy map