Английский язык: Аннотирование и реферирование текста

176 and case studies of 20 companies highly regarded for their talent man- agement were examined. The research concludes that to win the war for talent, companies need to focus three imperatives: They must make talent management a burning corporate priority; they must source great talent and then ag- gressively develop it; and they must create and deliver a winning value proposition. Elevating talent management to a burning corporate priority means infusing a mindset in leaders that talent is a competitive advan- tage and that talent-building is a key accountability. It also means a commitment to developing people, demonstrated by frank evaluations and differentiation based on performance. It is not enough to source great talent. Building a great talent pool requires aggressive development strategies that include constant feedback and coaching, structuring jobs for growth and early promotion into key jobs. However, all of these are insufficient without a winning em- ployee value proposition. An employee value proposition provides em- ployees with a compelling answer to the questions: Why should I work here? Why should I continue to work here? It is an organization's ex- pression of an offer to its employees with a corresponding expectation around getting effort in return. It is the sum of the "gives and gets" that makes up the relationship between the employee and the organization – the social contract. Текст 7. The Rewards of Work: Shifting Values Companies with a compelling value proposition have an edge in the quest to attract and retain top talent. The top performing companies in the McKinsey study outperformed others in 13 of the 19 employee value proposition dimensions that were measured. The top six dimensions that scored highest among the executives surveyed centred on the attributes of a great company and great jobs.