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The definitive guide to finding, developing, and keeping the best talent—expanded with brand new and updated material The Talent Management Handbook is the established go-to guide for HR professionals, managers, and leaders looking for the best ways to use talent management programs to develop a culture of excellence. This third edition features new and updated chapters based on fresh approaches and material for identifying, recruiting, positioning, and developing highly qualified, motivated people to meet current and future business requirements. Filled with expert advice, the book offers a roadmap for developing a comprehensive approach to talent management that will guide professionals in the coming years.
The Talent Management Handbook explains how organizations can identify and get the most out of “high-potential people” by developing and promoting them to key positions. The book explains: 1. A system for integrating three human resources “building blocks”: organizational competencies, performance appraisal, and forecasting employee/manager potential 2. Six human resources conditions necessary for organization excellence 3. How to link your employee assessment process to career planning and development The Talent Management Handbook will help you design career plans that boost employee morale, as well as create and sustain excellence in your organization. It is full of simple, efficient, easy-to-follow methods for assessing, planning, and developing high-value people to meet your organization’s current and future needs. And it will help you combine your organization’s diverse human resources activities into a single, cogent system. Featuring best practices from leading companies as well as contributions from field experts who hold top positions in such leading HR consultancies as AON Consulting, The Hay Group, Hewitt Associates, Right Management Consulting. Sibson Consulting, and Towers Perrin, The Talent Management Handbook is an authoritative resource for creating and maintaining excellence in your organization through people management.
THE DEFINITIVE GUIDE TO FINDING, DEVELOPING, AND KEEPING THE BEST TALENT The most comprehensive book of its kind, The Talent Management Handbook has become the go-to resource for HR professionals, CEOs, and business leaders who want to take the lead in building a diverse, talented, and motivated workforce. Each section of this book offers state-of-the-art processes, step-by-step practical management tools and techniques, and up-to-the-minute resources that will equip you to: Discover and develop new talent Inspire, coach, and train future leaders Reward and retain the best people Plan and realize a culture of organizational excellence Featuring breakthroughs and "best practices" from more than 30 leading global talent management firms-- Accenture, Center for Creative Leadership, Hay Group, Heidrick and Struggles, Human Capital Institute, Korn/Ferry International, Mercer, PricewaterhouseCoopers, Right Management, Sibson Consulting, Towers Watson, and others--The Talent Management Handbook is a complete, all-in-one program designed to help you place the best people in the most critical jobs to assemble the building blocks of organizational excellence and create value--one person at a time. Based on years of research, hundreds of global consultations, and the stellar contributions of top industry leaders, The Talent Management Handbook is the most authoritative guide on the market for finding and utilizing the best people. Now in its second edition, this book includes the most innovative ideas and the latest tools, processes, and technologies available to help you launch a complete, fully functioning talent management program that will drive you and your workforce to the top. Filled with key insights from renowned HR thought leaders and CEOs, The Talent Management Handbook shows you how to: Attract new talent and keep the "Superkeepers" Design career plans that boost employee morale and support organization needs Improve performance through a personal value exchange Coach, develop, and inspire raw talent and prepare the CEOs of the future See positive results with smarter performance reviews Create a culture of innovation and sustainability In these pages there is a wealth of information on a wide range of subjects, including employee compensation, onboarding, leadership competencies, and engagement programs. Discover firsthand how top HR thought leaders like Dave Ulrich, Marshall Goldsmith, Richard Boyatzis, Marc Effron, Beverly Kaye, Andy Pellant, William Rothwell, William Schiemann, Doris Sims, Allan Schweyer, Kay Thorne, and Kevin Wilde have achieved amazing results. And learn how expanding global markets are affecting the development of talent and teams all across the world. It takes a top-notch workforce to make a company succeed. This definitive guide gives you all you need to enable your organization's people to do their best.
THE DEFINITIVE GUIDE TO FINDING, DEVELOPING, AND KEEPING THE BEST TALENT The most comprehensive book of its kind, The Talent Management Handbook has become the go-to resource for HR professionals, CEOs, and business leaders who want to take the lead in building a diverse, talented, and motivated workforce. Each section of this book offers state-of-the-art processes, step-by-step practical management tools and techniques, and up-to-the-minute resources that will equip you to: Discover and develop new talent Inspire, coach, and train future leaders Reward and retain the best people Plan and realize a culture of organizational excellence Featuring breakthroughs and "best practices" from more than 30 leading global talent management firms-- Accenture, Center for Creative Leadership, Hay Group, Heidrick and Struggles, Human Capital Institute, Korn/Ferry International, Mercer, PricewaterhouseCoopers, Right Management, Sibson Consulting, Towers Watson, and others--The Talent Management Handbook is a complete, all-in-one program designed to help you place the best people in the most critical jobs to assemble the building blocks of organizational excellence and create value--one person at a time. Based on years of research, hundreds of global consultations, and the stellar contributions of top industry leaders, The Talent Management Handbook is the most authoritative guide on the market for finding and utilizing the best people. Now in its second edition, this book includes the most innovative ideas and the latest tools, processes, and technologies available to help you launch a complete, fully functioning talent management program that will drive you and your workforce to the top. Filled with key insights from renowned HR thought leaders and CEOs, The Talent Management Handbook shows you how to: Attract new talent and keep the "Superkeepers" Design career plans that boost employee morale and support organization needs Improve performance through a personal value exchange Coach, develop, and inspire raw talent and prepare the CEOs of the future See positive results with smarter performance reviews Create a culture of innovation and sustainability In these pages there is a wealth of information on a wide range of subjects, including employee compensation, onboarding, leadership competencies, and engagement programs. Discover firsthand how top HR thought leaders like Dave Ulrich, Marshall Goldsmith, Richard Boyatzis, Marc Effron, Beverly Kaye, Andy Pellant, William Rothwell, William Schiemann, Doris Sims, Allan Schweyer, Kay Thorne, and Kevin Wilde have achieved amazing results. And learn how expanding global markets are affecting the development of talent and teams all across the world. It takes a top-notch workforce to make a company succeed. This definitive guide gives you all you need to enable your organization's people to do their best.
The source of competitive advantage has shifted in many organizations from reliability to innovation and flexibility. But what does it take for an organization that innovates to then manage effectively? In this follow-up to Built to Change, Ed Lawler argues that it is a combination of the right structure and the right people. First, organizations must decide what structure they are: are you a high-involvement organization that has products and services that require a high level of coordination and cooperation among employees? Or do you have a more global competitor structure in which you are constantly bringing in new talent and technological expertise? Are you a mixture of both? Lawler outlines the unique human capital strategy for each approach, shows what it looks like in action, and provides the foundation and tools for creating competitive and innovative organizations.
Praise for BEST PRACTICES in TALENT MANAGEMENT "This book includes the most up-to-date thinking, tools, models, instruments and case studies necessary to identify, lead, and manage talent within your organization and with a focus on results. It provides it all—from thought leadership to real-world practice." PATRICK CARMICHAEL HEAD OF TALENT MANAGEMENT, REFINING, MARKETING, AND INTERNATIONAL OPERATIONS, SAUDI ARAMCO "This is a superb compendium of stories that give the reader a peek behind the curtains of top notch organizations who have wrestled with current issues of talent management. Their lessons learned are vital for leaders and practitioners who want a very valuable heads up." BEVERLY KAYE FOUNDER/CEO: CAREER SYSTEMS INTERNATIONAL AND CO-AUTHOR, LOVE 'EM OR LOSE 'EM "This is a must read for organization leaders and HR practitioners who cope with the today's most critical business challenge—talent management. This book provides a vast amount of thought provoking ideals, tools, and models, for building and implementing talent management strategies. I highly recommend it!" DALE HALM ORGANIZATION DEVELOPMENT PROGRAM MANAGER, ARIZONA PUBLIC SERVICE "If you are responsible for planning and implementing an effective talent and succession management strategy in your organization, this book provides the case study examples you are looking for." DORIS SIMS AUTHOR, BUILDING TOMORROW'S TALENT "A must read for all managers who wish to implement a best practice talent management program within their organization" FARIBORZ GHADAR WILLIAM A. SCHREYER PROFESSOR OF GLOBAL MANAGEMENT, POLICIES AND PLANNING SENIOR ADVISOR AND DISTINGUISHED SENIOR SCHOLAR CENTER FOR STRATEGIC AND INTERNATIONAL AFFAIRS FOUNDING DIRECTOR CENTER FOR GLOBAL BUSINESS STUDIES
Table of Contents: Pt. I. Introducing a Talent Management System 1. Creating a Talent Management System for Organization Excellence: Connecting the Dots / Lance A. Berger 2. Four Steps to Creating a Talent Management System / Lance A. Berger 3. The Journey to Organization Excellence: Navigating the Forces Impacting Talent Management / Dorothy R. Berger 4. A Talent Management Case Study: Major League Baseball's Quest for Superkeepers / William Y. Giles Pt. II. Developing the Building Blocks of Talent Management: Competencies, Performance Management, Career Track Planning 5. Competencies: The First Building Block of Talent Management / Murray M. Dalziel 6. How Competencies Create Economic Value / Lyle M. Spencer, Jr. 7. Selecting the Right Performance Management System / Martin G. Wolf 8. Performance Appraisal: Myth and Reality / Christian M. Ellis and Anne M. Saunier 9. Using 360-Degree Feedback in a Talent Management System / Richard Lepsinger and Anntoinette D. Lucia 10. Determining Every Employee's Potential for Growth / Murray M. Dalziel 11. Finding High-Potential Talent Throughout the Organization / John A. Hunter 12. Casting a Wider Net: A Case Study in Optimizing Employee Potential / Vikki L. Pryor 13. Finding the Crown Jewels: Locating the Superkeepers / Rolf D. Naku 14. Using Outplacement Techniques to Evaluate Employees / Geof Boole 15. Finding and Hiring Fast-Track Talent / Judith M. von Seldeneck 16. Using a Talent Management Model for Selection: Guarding the Entrances to Your Organization / Luanne Fisher, Lea Ann Koniski and William J. Nolan Pt. III. Talent Planning 17. Achieving Organization Excellence Through Talent Planning and Development / Lori Grubs 18. Developing Superkeepers, Keepers, and Solid Citizens: Measurement Makes a Difference / Patricia Pulliam Phillips and Jack J. Phillips 19. Allocating Training and Development Resources Based on Contribution / Gerald E. Ledford, Jr. and James Kochanski 20. Optimizing Your Investment in Your Employees / Marc Knez and Donald H. Ruse 21. CEO Succession Planning: Ensuring Leadership at the Top / Dennis C. Carey and Dayton Ogden 22. Talent Management in a Global Firm / Richard J. Pinola 23. How Boards Can Shape Talent Planning and Development / Rosemarie B. Greco 24. Succession Planning in Family Businesses / Edwin A. Hoover Pt. IV. Building Diversity into Your Succession Plan 25. Building a Reservoir of High-Potential Women and Diverse Groups / Leon T. Lanier, Sr. 26. Building a Reservoir of Women Superkeepers / Molly Dickinson Shepard and Nila G. Betof Pt. V. Coaching, Training, and Development 27. Integrating Coaching, Training, and Development with Talent Management / Helen Krewson 28. Leadership Coaching / Paul W. Larson and Matthew T. Richburg 29. Coaching the Superkeepers / Karol M. Wasylyshyn 30. Differentiating Leaders Throughout an Entire Organization / Richard F. Boyatzis, Cindy Frick and Ellen Brooks Van Oosten Pt. VI. Using Compensation to Implement a Talent Management Plan 31. Integrating Compensation with Talent Management / Andrew S. Rosen and Thomas B. Wilson 32. Compensating Superkeepers Talent Your Company Needs to Thrive / Patricia K. Zingheim 33. Linking Competencies to Performance and Pay / Moira Madell and Christopher A. Michalak 34. Using Long-Term Incentives to Retain Top Talent: Super Rewards for Superkeepers / Paul Conley, Renee Lassonde and Sarah Larson Pt. VII. Using Information Technology to Support a Talent Management System 35. Using Information Technology to Support a Talent Management Process / John Haworth and Austin Whitman 36. Developing a Talent Management Information Strategy / Craig M. Berger.
The systematic management of executive talent is a key strategic challenge for most large corporations. This is an emerging field and, consequently, there is a lack of consensus about what is involved and a variety of approaches have been adopted. In Developing Executive Talent Jonathan Smilansky, Ph.D. summarises the key activities and concerns of large businesses in the USA and Europe that are focused around the identification, development and effective utilisation of executive talent. In doing so, he provides even the most experienced Human Resource executive with a much broader array of inputs about what today's leading organizations are doing in this area. What quickly becomes clear is that even the best businesses are still developing their talent management processes. There are no 'right' answers and different organizations, with different levels of commitment, at different stages of development and in different environments produce different approaches. Developing Executive Talent is a map that lets you compare your organisation's approach with what others are doing in this area. It also grants you a close-up view of alternative processes designed to identify and develop the leaders of tomorrow. By learning from the experience of others you can become an 'educated consumer' of talent management services, and help both your organization and your own career. With quotations from Heads of Human Resources describing their experiences and concerns, specific tools and processes used by large businesses to identify and manage the leaders of tomorrow, Developing Executive Talent offers the clearest and most coherent picture to date of how leading organizations are tackling this critical business challenge.
With The Integrity Advantage, Adrian Gostick and Dana Telford establish a burning platform-that personal integrity is a proven competitive advantage in business. Prominent business leaders from some of North America's most respected companies-including Don Graham of the Washington Post, former Johnson & Johnson CEO James Burke, and Hank Paulson, Jr. of Goldman Sachs-discuss the role integrity has played in their successes, and offer examples of the importance of integrity in business today. Not merely a collection of essays, the authors also share an effective system of decision-making designed to help anyone implement integrity into every action. The importance of trust and credibility within business relationships is examined and discussed, as Telford and Gostick illustrate how to juggle wealth, power, and responsibility-and be a person of character. Given the recent uncertainty fostered by questionable corporate tactics, however, now is the time to examine whatrole integrity actually plays in business today, and whether employees are naturally compelled to practice these values-particularly when the leaders they follow lack integrity in their own professional behavior.Dana Telford holds an MBA from Harvard University and has advised business leaders in the consumer banking, healthcare, publishing, retail, manufacturing, and real estate industries. He has developed and implemented strategies for client companies based all over the world. Helives in Morgan, Utah. Adrian Gostick is director of marketing and corporate communications with the O.C. Tanner Recognition Company. His previous books include Managing with Carrots and The 24-Carrot Manager, co-authored with Chester Elton. He lives in Salt Lake City.
The essential handbook for actors—a modern classic—in a newly updated edition. Since its original publication, Acting as a Business has earned a reputation as an indispensable tool for working and aspiring actors. Avoiding the usual advice about persistence and luck, Brian O’Neil provides clear-cut guidelines that will give actors a solid knowledge of the business behind their art. It’s packed with practical information—on everything from what to say in a cover letter to where to stand when performing in an agent’s office—including: -- Tactics for getting an agent, including preparing for the interview -- How to research who will be casting what—and whether there is a role for you—well in advance -- Examples of correspondence to agents and casting directors for both beginning and advanced professionals -- A detailed analysis of the current trend of paying to meet industry personnel -- How to communicate effectively with an agent or personal manager -- Creative ways to use the internet and social media O’Neil has updated Acting as a Business to keep up with the latest show-business trends, making this fifth edition a reference no actor should be without