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Talent Management Systems addresses the transformation Web-based technologies have brought to workforce acquisition and management. It examines proven and leading-edge best practices, and what tactics and strategies organizations should employ to remain competitive in this arena. The book is part practical, offering advice on how to institute best practices in e-recruitment and talent management, and strategic, discussing trends and state of the art technology and practices that should be adopted or avoided. "We're at the brink of the next global battle in the war for talent, and companies with a firm grasp on today's technologies, and the best view over the horizon, are positioned to win. No one understands the intersection of talent and technology better than Allan Schweyer and, as this book demonstrates, no one tells us the story as clearly as he. This is an essential read and an important work in the now-critical discipline of human capital management." —Michael Foster, CEO, AIRS, and Author of Recruiting on the Web "Allan Schweyer has been on the leading edge of recruitment technology since the dawn of the Internet. In many ways the Internet has created more confusion than solutions for the world of recruiting and talent management. It has certainly made things more complex. HR professionals and even company presidents have become desperate for clarity on the future of talent management-Allan Schweyer's book provides that clarity and establishes him as the authority on web-based hiring and talent management. No major implementation decision should be made without this invaluable guide." —Graham Donald, President, Brainstorm Consulting "Talent management has suddenly gone from being a nice idea to a core business function. No one knows more about this new function, and the technologies that make it possible, than Allan Schweyer." —David Creelman, Senior Contributing Editor, HR.com, and Independent Human Capital Analyst "Once again, Schweyer has produced the best writing in North America on this subject, which I've covered for fifteen years." —Bill Kutik, Technology Columnist, Human Resource Executive "As corporate executives quickly come to the shocking realization that the global workforce-and how that talent is managed and developed both locally and globally—will almost unilaterally determine their future success in global markets, few workforce experts have bothered to provide business leaders with a useful compass and map for the next chapter of workforce management. Mr. Schweyer generously and eloquently provides the talent compass and workforce map for the first pragmatic steps of the new global journey." —John Chaisson, CEO, Global Workforce Solutions
This book highlights the importance of talent management practices in recruiting, developing and retaining talented professionals in the digital and IT&C industry. It unpacks the distinctive characteristics of ‘digital talent’ represented by a wide spectrum of professionals and managers with digital abilities, competencies and skills who add considerable value to organizations and industries worldwide. It shows that despite digital talent’s increased variety and significant contribution to digital transformation processes, much of the existing human resource and talent management research and practice fail to account for their distinctiveness. This book calls for the need for a new kind of talent management, referred to as ‘digital talent management’ (DTM) that is applicable to digital talent and decidedly integrates digital talent’s distinctive characteristics into talent management strategies and practices in a human-centered manner. Drawing upon existing, yet disconnected, streams of literature and empirical evidence derived from the information technology and communication (IT&C) industry, this book defines digital talent and delineates strategies to attract, develop and retain them for an uncertain and renewed future.
The Oxford Handbook of Talent Management offers academic researchers, advanced postgraduate students, and reflective practitioners a state-of-the-art overview of the key themes, topics, and debates in talent management. The Handbook is designed with a multi-disciplinary perspective in mind and draws upon perspectives from, inter alia, human resource management, psychology, and strategy to chart the topography of the area of talent management and to establish the base of knowledge in the field. Furthermore, each chapter concludes by identifying key gaps in our understanding of the area of focus. The Handbook is ambitious in its scope, with 28 chapters structured around five sections. These include the context of talent management, talent and performance, talent teams and networks, managing talent flows, and contemporary issues in talent management. Each chapter is written by a leading international scholar in the area and thus the volume represents the authoritative reference for anyone working in the area of talent management.
This book draws on recent theoretical contributions in the area of global talent management and presents an up to date and critical review of the key issues which MNEs face. Beyond exploring some key overarching issues in global talent management the book discuses the key emerging issue around global talent management in key economies such as China, India, the Middle East and Eastern Europe. In contrast to many of the currently available texts in the area of global talent management which are descriptive and lacking theoretical rigor, this text emphasizes the critical understanding of global talent management in an organizational context. Drawing on contributions from the leading figures in the field, it will aid students, practitioners and researchers alike in gaining a well grounded and critical overview of the key issues surrounding global talent management from a theoretical and practical perspective.
A radical approach to growing high-quality talent--fast You know that winning in today's marketplace requires top-quality talent. You also know what it takes to build that talent--and you spend significant financial and human resources to make it happen. Yet somehow, your company's beautifully designed and well-benchmarked processes don't translate into the bottom-line talent depth you need. Why? Talent management experts Marc Effron and Miriam Ort argue that companies unwittingly add layers of complexity to their talent-building models--without evaluating whether those components add any value to the overall process. Consequently, simple activities like setting employee performance goals become multipage, headache-inducing time wasters that turn managers off and fail to improve results. Effron and Ort introduce a simple, powerful, scientifically proven approach to increase your ability to develop better leaders faster: One Page Talent Management (OPTM). Using the straightforward, easy-to-follow process described in this book, you will eliminate frustrating complexity, focus only on those components that add real value, and build transparency and accountability into every practice. Based on extensive research and experience in companies such as Avon Products, Bank of America, and Philips, One Page Talent Management shows you how to: Quickly identify high-potential talent without complex assessments Increase the number of "ready now" successors for key roles Generate 360-degree feedback that accelerates change in the most critical behaviors Significantly reduce the time required for managers to implement talent-building processes Do away with complexity and bureaucracy--and develop the high-quality talent you need, right now.
Wondering how the most accomplished leaders from around the globe have tackled their toughest challenges? Now you can find out- with Lessons Learned. Concise and engaging, each volume in this series offers 12-14 insightful essays by top leaders in industry, the public sector, and academia on the most pressing issues they've faced. The contributors share surprisingly personal anecdotes and offer authoritative and practical advice drawn from their years of hard-earned experience. A crucial resource for today's busy executive, Lessons Learned gives you instant access to the wisdom and expertise of the world's most talented leaders.
Recent studies show that in the next few years many companies could have only about half the leaders and skilled workers they need--and that these talent shortages will be particularly acute in the critical sectors like engineering, health care, energy, government, manufacturing, and aerospace and defense. As a line executive you need to ask yourself one question: Do we havewho it takes to drive business performance inthe future? In The Executive Guide to High-Impact TalentManagement, David DeLong and Steve Trautman combine wide-ranging research and real-world expertise to chart a clear and efficient path for senior leaders. They show how to not only reduce the risks of talent shortages but also maximize the payoff of workforce and leadership developmentinvestments. Sharing their findings based on more than 70 interviews with senior executives and top-rated talent experts and their own experience as leaders and consultants, DeLong and Trautman show you how to: Accurately diagnose talent-related risks that threaten performance Efficiently evaluate and measure workforce and leadership investments Ensure your staff is aligning talent processes to support business strategy Accelerate leadership development and the transfer of critical knowledge Communicate cultural principles that will drive recruiting, development, and retention programs Assess the talent management IQ of your leadership team The Executive Guide to High-Impact Talent Management shows leaders how to translate their belief in the importance of investing in people into concrete actions that will improve business performance. Most important, it shows you how to get started today! Praise for The Executive Guide to High-Impact Talent Management: "Most executives I know are far more comfortable running the financial or operational or product sides of their business. This book does an excellent job clarifying every leader's real role in developing talent to grow their business." -- John Rex, CFO, Microsoft North America "DeLong and Trautman have attacked the issue of managing talent and developing leaders in a manner that is systemic, grounded, insightful, and incredibly helpful for a CEO like me and for our entire senior management team." -- Peter Metca lf, CEO, Black Diamond Equipment "The authors' practical approaches to prioritizing risk and implementing creative talent solutions can help you maximize the payoff of these investments." -- Annmarie Nea l, Vice President, Cisco Center for Collaborative Leadership, Cisco Systems "DeLong and Trautman show leaders how to compete and win at the increasingly high-stakes game of talent management." -- Joseph W. Wilczek, CEO, Franciscan Health System "This book is full of practical insights that will make you a more effective leader today." -- Hy Pomerance, Chief Talent Officer, New York Life Insurance Company
There is no HR-related topic more popular in the business press than performance management (PM). There has been an explosion in writing on this topic in the past 5 years, condemning it as a failure and calling for fundamental change. The vast majority of organizations use the same basic process which I call “Last Generation Performance Management” or PM 1.0 for short. Despite widespread agreement that PM 1.0 is failing, few companies have abandoned it or made fundamental changes to it. While everyone agrees it is broken, few agree on how to fix it. Companies continue to tinker with their systems, making incremental changes every few years with no lasting improvement in effectiveness. Employees continue to achieve amazing things in organizations every day, despite this process not because of it. Nothing has worked because organizations, business leaders and HR professionals focus on PM practices instead of the fundamental purpose of PM and the paradigms, assumptions, and beliefs that underlie the practices. Companies ask their performance management process to do too many things and it fails at all of them as a result. At the foundation of PM 1.0 practices is the ideology of a meritocracy and paradigms rooted in standard economic and psychological theories. While these theories were adequate explanations for motivation and behavior in the 19th and 20th centuries, they fail to account for the increasingly complex nature of organizations and their environments today. Despite the ineffectiveness of PM 1.0, there are powerful forces holding it in place. Information on rigorous, evidence-based recommendations is crowded out by benchmarking information, case studies of high-profile companies, and other propaganda coming from HR think tanks and consultants. Business leaders and HR professionals learn about common practices not effective practices. This book confronts the traditional dogma, paradigms, and practices of PM 1.0 and holds them up to the bright light of scientific scrutiny. It encourages HR professionals and business leaders to abandon PM 1.0 and it offers up a more appropriate purpose for PM, alternative paradigms to guide them and practical solutions that are better supported by scientific research, referred to as “Next Generation Performance Management” or PM 2.0 for short.
Demystifying Talent Management offers practical advice for all managers, HR professionals, senior leaders, and other employees on how to work together to build a talented and motivated workforce. The book addresses performance, development, coaching, feedback, compensation, and other elements of people management. Using simple, straightforward language, Kim Janson tells you how you can avoid confusion and conflicts when engaging in talent management. You'll learn: What performance is needed and expected: how to translate your company's strategy into individual performance; What it means to measure and track progress, simply and clearly; What you can and should do to help an individual's development; How to narrow your focus to improve a skill, knowledge, or experience; How to take both an individual's profile and the direction of the organization into account in career development and succession planning; How to make compensation (cash, public accolades, feedback, etc.) a true driver of results; How coaching and feedback are essential in bringing all the elements of talent management together. This book will guide you to a deeper understanding of the mechanics of talent management and development success so that all the stakeholders can come together in a win-win-win-win scenario.