LEADER 05538nam 2200721 450 001 9910808940603321 005 20230814232117.0 010 $a1-4729-5348-7 010 $a1-4729-0431-1 035 $a(CKB)2670000000547223 035 $a(EBL)1656533 035 $a(SSID)ssj0001216055 035 $a(PQKBManifestationID)11816928 035 $a(PQKBTitleCode)TC0001216055 035 $a(PQKBWorkID)11178162 035 $a(PQKB)11719998 035 $a(MiAaPQ)EBC1656533 035 $a(MiAaPQ)EBC6033963 035 $a(MiAaPQ)EBC3003431 035 $a(Au-PeEL)EBL3003431 035 $a(OCoLC)928192254 035 $a(EXLCZ)992670000000547223 100 $a20200316d2018 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aHigh potential $ehow to spot, manage and develop talented people at work /$fby Ian MacRae, Adrian Furnham and Martin Reed 205 $aSecond edition. 210 1$aLondon, England :$cBloomsbury Business,$d[2018] 210 4$dİ2018 215 $a1 online resource (337 p.) 300 $aRevised edition of the author's High potential, 2014. 311 $a1-4729-5349-5 311 $a1-4729-0430-3 320 $aIncludes bibliographical references and index. 327 $aCover; Contents; Preface; Section 1: Potential; Chapter 1: An Overview of Potential; 1.1 Introduction; 1.2 Talent Spotting & Talent Management; 1.3 Terminology Challenges; 1.4 Definitions; 1.5 What You Want in a Talented Person; 1.6 The Fundamental Questions; 1.7 Defining Potential; 1.8 Potential and Equity; 1.9 Conclusion; Chapter 2: Types of Potential and a Model of High Flying Potential; 2.1 Introduction; 2.2 Types of Potential; 2.3 Potential to Do What?; 2.4 High Flying Personality Traits; 2.5 Case Study: High Flying Exemplar; 2.6 Optimality and Too Much of a Good Thing 327 $aSection 2: The Style and Character of PotentialChapter 3: Intelligence: Capacity for Learning and Growth; 3.1 Overview of Cognitive Ability; 3.2 Facets of Intelligence; 3.3 What Intelligence Is Not; 3.4 Giftedness in Children; 3.5 Are We All Getting Brighter?; 3.6 Values and Equity Concerns about Selecting For Intelligence; 3.7 What Do We Need to Know to Understand Intelligence at Work?; 3.8 Intelligence and Performance; 3.9 Intelligence and the High Flyer; Chapter 4: Personality: Traits that Reveal Potential; 4.1 Introduction; 4.2 Traits and States 327 $a4.3 Models of Personality & Personality Traits4.4 High Potential and the Big Five; 4.5 Personality Tests; Chapter 5: Experience: The Most Brutal of Instructors; 5.1 Introduction; 5.2 Ten Thousand Hours of Experience; 5.3 Active Experience, Engagement, Deliberate Practice; 5.4 Three Types of Job; 5.5 Direct and Indirect Applications of Experience; 5.6 The Performance Delusion; 5.7 Learning from Failure; 5.8 Internships and Apprenticeships; 5.9 Types of Experience; 5.10 Conclusion; Chapter 6: Style, Beliefs, Attitudes & Values: From Thinking to Behaving; 6.1 Introduction 327 $a6.2 Do Beliefs, Attitudes and Values Predict Behaviour?6.3 So How Do Attitudes Predict Behaviour?; 6.4 Mapping the Space; 6.5 Social Values and Work; 6.6 Style at Work; 6.7 Important Beliefs and Attitudes; Chapter 7: The Dark Side & Derailment: Knavery & Flattery; 7.1 Introduction; 7.2 Bad, Sad or Mad?; 7.3 Bad Apples or Bad Barrels?; 7.4 The Toxic Triangle; 7.5 Systems to Prevent Derailment; 7.6 Hamartia, and Mitigating the 'Sad'; 7.7 Hubris, Identifying and Deselecting the 'Mad' and 'Bad'; 7.8 The Dark Side Traits and Characteristics; 7.9 The Corporate Psychopath 327 $a7.10 A Final Note on DerailmentSection 3: Assessment Techniques and Applications; Chapter 8: Assessment: Methods to Learn about Other People; 8.1 Introduction; 8.2 A Case Study; 8.3 Six Methods and Approaches for Assessing People at Work; 8.4 Views of Different Assessment Methods; 8.5 Assessing the High Flyer; Chapter 9: Selection: Choosing the Right People; 9.1 Introduction; 9.2 The Ubiquitous Interview; 9.3 Equity Briefly Revisited; 9.4 Personal or Professional References; 9.5 The Web and Social Networks; 9.6 Conclusion; Chapter 10: Development: From the Good to the Best; 10.1 Introduction 327 $a10.2 The Lessons of Experience 330 $aNurturing future talent - choosing the right people, developing the good into the best and keeping hold of the brightest - is essential for business. This research-led yet accessible book offers a practical guide to: Clearly understanding and defining potential High flying personality traits to look out for and biographical markers of potential Selecting positive high potential traits and weeding out negative traits like manipulation, superficial charm or narcissism The best assessment methods for measuring potential Developing high potential employees Understanding why people choose to leave 606 $aManpower planning 606 $aHuman capital 606 $aEmployee retention 606 $aCareer development 615 0$aManpower planning. 615 0$aHuman capital. 615 0$aEmployee retention. 615 0$aCareer development. 676 $a658.3124 700 $aMacRae$b Ian$c(Psychologist),$01621629 702 $aFurnham$b Adrian 702 $aReed$b Martin$c(CEO of Thomas International UK), 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910808940603321 996 $aHigh potential$93955034 997 $aUNINA