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Is everyone in the organisation a talent? I addressed this question deeply in the book and the thinking behind the difference, relative to the organisation. In the talent management context, we consider "talent"” from the viewpoint of what the core essence of the organisation is in relation to specific mission critical individuals whose value-add directly help the organisation to achieve its core essence. What could be more important than focussing on the attraction, selection, proper segmentation, development and retention of the top talent? Invariably, a "talent"” is that individual whose contributions directly help to achieve the core objective of the organisation or business either now or in the future (or both). Consequently, every proactive activity which is required or channelled towards improving the contributions or managing the risks relating to key organisational roles and individuals regarded as “talent” could be termed talent management. In simple term, “talent management” is a proactive risk mitigation process that is particularly related to the human capital and geared towards ensuring continuous sustainability of the business. Accordingly, the content of this book – “Talent Management Agenda in A Post COVID-19 World” - focuses on talent and succession management concepts and approaches to guide every professional, business leader and executive on how to deliver real business value by focusing on the talent. The guidelines and principles contained in the book cut across various businesses and sectors; large, small, private, public, family-owned, academia and non-governmental. The insights shared with practical case studies will help to broaden the understanding of everyone so as to be able to design and proffer the right solutions that fit for purpose regardless of the organisation that is involved.
The experiences of COVID-19 and the resulting disruptions on a global scale triggered new dimensions in the world of work. Several businesses are yet to recover from the effects of the pandemic; operationally and economically. Beyond these economic implications, there has been an enormous impact on individual careers and career transitions. Many employees suffered mental illness, career shocks, while others have ventured into careers they would not have previously considered but for the effects of the pandemic and their options to manage these effects. COVID-19 has prompted several reconsiderations not only in the ways we now define “"work"”, “"workforce"” and “"workplace"”but also in terms of how businesses operate and where businesses and employees operate from. Additionally, other key related trends namely, the ‘"Great Resignation"’ and ‘"Quiet Quitting"’ with other patterns have subsequently emerged. These trends and their impacts on talent management cannot be overemphasised. It does seem that the “workplace powers” have shifted to the employees as they now try to redefine what an ideal work and workplace should look like. Again, “compound talents” seem to be dictating/influencing the structure of contracts in organisations and, this determines what contract/s they are willing to enter considering their skills set. The disruption has influenced certain outcomes including, the immersive adoption of the use of technology, necessity for skills upgrade and the positive embrace of flexible work arrangements. There is an emergence of “uncommon leaders; leaders who ordinarily, would not have come on the scene if things were normal. Consequently, this book presents detailed insights into key trends that have now emerged in the new world of work. The author draws on experience and research in guiding business leaders, professionals and talent custodians on theories, methodologies, and tools that can be applied in dealing with these emerging talent management trends.
Exploring the uncertain contexts related to socio-political and socio-economic change, Global Talent Management During Times of Uncertainty investigates how rapidly evolving national policies, social and cultural contexts influence and continue to affect post-pandemic global talent management.
In today’s modern business world, the dominant factor of any organization's success is human capital. Appropriately acquiring and managing talented staff is crucial to the growth and development of companies and provides them with a considerable competitive advantage in the industry. Further study on the importance of talent management is required to ensure businesses are able to thrive in the present environment. Post-Pandemic Talent Management Models in Knowledge Organizations discusses strategic human resource management and the talent management of post-modern knowledge-based organizations during the COVID-19 pandemic and post-pandemic paradigm. Covering critical topics such as organizational performance and creative work behavior, this major reference work is ideal for managers, business owners, entrepreneurs, academicians, researchers, scholars, instructors, and students.
"This book focuses on human capital management and talent management in a post-pandemic world, making a significant contribution to the literature on strategic human resource management, specifically talent management in post-modern knowledge-based organizations during the COVID-19 pandemic period and post-pandemic paradigm"--
Implement best-in-class performance management systems Performance Management For Dummies is the definitive guide to infuse performance management with your organization's strategic goals and priorities. It provides the nuts and bolts of how to define and measure performance in terms of what employees do (i.e., behaviors) and the outcome of what they do (i.e., results) —both for individual employees as well as teams. Inside, you’ll find a new multi-step, cyclical process to help you keep track of your employees' work, identify where they need to improve and how, and ensure they're growing with the organization—and helping the organization succeed. Plus, it’ll show managers to C-Suites how to use performance management not just as an evaluation tool but, just as importantly, to help employees grow and improve on an ongoing basis so they are capable and motivated to support the organization’s strategic objectives. Understand if your performance management system is working Make fixes where needed Get performance evaluation forms, interview protocols, and scripts for feedback meetings Grasp why people make some businesses more successful than others Make performance management a useful rather than painful management tool Get ready to define performance, measure it, help employees improve it, and align employee performance with the strategic goals and priorities of your organization.
This up-to-date, research-oriented textbook focuses on the relationship between compensation systems and firm overall performance. In contrast to more traditional compensation texts, it provides a strategic perspective to compensation administration rather than a functional viewpoint. The text emphasizes the role of managerial pay, its importance, determinants, and impact on organizations. It analyzes recent topics in executive compensation, such as pay in high technology firms, managerial risk taking, rewards in family companies, and the link between compensation and social responsibility and ethical issues, among others. The authors provide a thorough and comprehensive review of the vast literatures relevant to compensation and revisit debates grounded in different theoretical perspectives. They provide insights from disciplines as diverse as management, economics, sociology, and psychology, and amplify previous discussions with the latest empirical findings on compensation, its dynamics, and its contribution to firm overall performance.
The Covid-19 pandemic has induced a crisis grasping the world abruptly, simultaneously, and swiftly. As a critical juncture, it ignited a change of era for international business. This book illustrates how governments have dealt with the pandemic and the consequent impacts on international business. It also explores the disrupted operations and responses of businesses as their worldwide interconnectivity has been seriously threatened. The book discourses multidirectional aspects of the effects of Covid-19 on international business, ranging from the juxtaposing forces disrupting globalization and installing a change of era through decoupling of technological, production and knowledge flows to its stimulating aspects to the strategic response on business, industry and state level. The book contains thirty chapters that offer a multidimensional interpretation of impacts of Covid-19 on international business theory and practice. Employing the latest state of knowledge on the topic, the book is aimed at international business audience - scholars, students and managers who need to understand better the nature, scope and scale of the impacts of the pandemic on international business.
This handbook contributes to the advanced knowledge of talent management and learning organizations in the post-pandemic era. It provides new insights and contributions to the existing literature on business organizations through the dissemination of information as well as empirical pieces of evidence from various parts of the world. The focus of this handbook is on advancing talent management strategies and learning organizations through knowledge sharing on various platforms, geographical locations, and diverse groups of intellectuals having diversified experience, knowledge, and expertise. It also focuses on innovation and creativity based on global competition, advanced communication, and management technologies, and changing customers' behaviors and needs in the post-pandemic era. Handbook of Talent Management and Learning Organizations: A Post-Pandemic Perspective explores theoretical and empirical artifacts and different approaches to enhance the understanding of the relationship between talent management and learning organization. It provides solutions to managers and consultants who are facing problems while managing talent due to workplace changes post-pandemic and shows the connection between innovation and creativity as talent management enhances organizational learning, knowledge-sharing culture, innovation capabilities, and creativity. The handbook also offers strategies and solutions to manage talent virtually and presents future research directions and solutions to contemporary issues related to talent management and learning organizations moving forward. This handbook targets graduate students, research scholars, practitioners, employees, consultants, corporate bodies, and technocrats. It will be very helpful to managers and consultants who are facing problems with managing talent due to workplace changes after the pandemic.
Offers a thematic approach to International Human Resource Management with comprehensive coverage of the subject. This text is intended for various undergraduates or postgraduates module in this area, or for the CIPD module in International Personnel and Development.