Google and Intel use experts in social science and biomechanics to assess how people think about and use technology. JPMorgan Chase, Goldman Sachs, and Credit Suisse use astrophysicists as strategists because of their expertise in big data sets like commercial mortgages. Campbells Soup and PepsiCo use anthropologists to more deeply understand customer tastes and preferences. Munich RE and AIG use experts from all different kinds of fields to better assess risk. These companies are gaining competitive advantage through a new capabilitystrategic use of expertsmade possible by technology and the globalization of talent.
Agile Talent delivers the new road map for managing external, expert talentshowing how to assess, choose, attract, develop, and support these new kinds of talent. Authored by two veterans in talent, leadership, and strategic HR who teach and consult widely around the world, the book reveals how companies such as Apple, Uber, Airbnb, Google, IBM, and Bain Capital organize and manage new forms of talent in new ways. Supported by survey data and packed with tools and templates for applying these ideas, this book is the ultimate guide for winning the next war for talent.
