Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop, and Retain Top Talent (Google eBook)

Front Cover
John Wiley & Sons, Dec 9, 2009 - Business & Economics - 336 pages
0 Reviews

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

  

What people are saying - Write a review

We haven't found any reviews in the usual places.

Contents

THE ENTERPRISES
THE BEST PRACTICE INSTITUTE SIXPHASE SYSTEM TO TALENT MANAGEMENT
CONCLUSION
PRACTICAL APPLICATION
INTRODUCTION
A SUCCESSDRIVEN CHALLENGE
THE TURNAROUND
EXECUTE ON THE WHAT DIFFERENTIATE WITH HOW
IMPLEMENTATION
SUPPORT AND REINFORCE
NEXT STEPS
REFERENCES
CONTEXT FOR GLOBAL TALENT MANAGEMENT INITIATIVES
KEY INITIATIVES AND ENHANCEMENTS
OVERALL SUMMARY
INTRODUCTION

FROM OPAQUE TO TRANSPARENT
FROM COMPLEX TO SIMPLE
FROM EGALITARIAN TO DIFFERENTIATED
FROM EPISODIC TO DISCIPLINED
FROM EMOTIONAL TO FACTUAL
FROM MEANINGLESS TO CONSEQUENTIAL
THE RESULTS OF A TALENT TURNAROUND
MEASURING THE TALENT TURNAROUNDS SUCCESS
REFERENCES
INTRODUCTION
LEADERSHIP DEVELOPMENT ACTIVITIES FOR EXECUTIVE LEADERS
LESSONS FOR DESIGNING ONBOARDING FOR EXECUTIVE LEADERS
REFERENCES
INTRODUCTION
THE BUSINESS CASE FOR THE ACCELERATED DEVELOPMENT OF CORNING PROGRAM MANAGERS
TWO WEEKS OF EXPERIENTIAL LEARNING WITH AN INTERIM PERIOD OF COACHING AND MENTORING
OUTCOMES AND NEXT STEPS FOR GROWING THE TALENT PIPELINE OF PROGRAM LEADERS
NEXT STEPS
REFERENCES
BUSINESS BACKGROUND AND CHALLENGES
LEADERSHIP AND PROCESS
THE LEADERSHIP ALIGNMENT EVENT
THE WAVES
SUPPORTING AND REINFORCING THE WHOLE SYSTEM TRANSFORMATION
EVALUATION OF THE CES WHOLE SYSTEM TRANSFORMATION
NOTES
INTRODUCTION
COMPANY BACKGROUND
ECOLABS 20022007 STRATEGIC PLAN
CULTURE IS CRITICAL
ECOLABS TALENT MANAGEMENT PHILOSOPHY
THE ECOLAB TALENT PIPELINE
THE IMPORTANCE OF INDIVIDUAL DEVELOPMENT
INTRODUCING THE TALENT PIPELINE MODEL AT ECOLAB
SUPPORTING SUCCESSFUL IMPLEMENTATION
KEEPING THE PIPELINE FULL
RESULTS
CONCLUSION
REFERENCES
INTRODUCTION
THE CHALLENGE AND APPROACH
THE TECHNOLOGY
STRATEGY FOR SOURCING
LEAN METHODOLOGIES
EXPANSION
CONCLUSION
INTRODUCTION
THE 21ST CENTURY IRS
LEADERSHIP SUCCESSION PLANNINGâ THE CHALLENGES
LSR WEBSITE AND INFRASTRUCTURE
RESULTS
INDICATORS OF SUCCESS
EVALUATION
NEXT STEPS
CONCLUSION
INTRODUCTION
DESIGN
PROCESS
WHAT LED MICROSOFT SMSG TO MAKE THE CHANGE
EXPO LEADERS BUILDING LEADERSâ THE NEW HIGHPOTENTIAL DEVELOPMENT EXPERIENCE
THE PROCESS OF REDESIGNING THE HIGHPOTENTIAL DEVELOPMENT EXPERIENCE
COACHING AS A PRIMARY DEVELOPMENT COMPONENT FOR HIPO DEVELOPMENT IN SMSG
LEARNING CIRCLES AS A PRIMARY DEVELOPMENT COMPONENT FOR HIPO DEVELOPMENT IN SMSG
CONCLUSION
REFERENCES
INTRODUCTION
DESIGN AND ALIGNMENT
IMPLEMENTATION
EVALUATION
SUMMARY
RESOURCE
INTRODUCTION
PROGRAM IMPLEMENTATION
PERFORMANCE MANAGEMENT SYSTEM DEVELOPMENT
EVALUATION
REFERENCE
INTRODUCTION
BACKGROUND
INITIAL IMPROVEMENTS
THE LEADERSHIP ACTION COUNCIL
COMPETENCY MODEL
LEADERSHIP ASSESSMENT
SUCCESSION PLANNING
LEADERSHIP DATABASE
DEVELOPMENT ACTIVITIES
EVALUATION AND LESSONS LEARNED
REFERENCE
INTRODUCTION
THE BUSINESS CHALLENGE
DESIGN AND APPROACH
EVALUATION
NEXT STEPS
NOTE
DIAGNOSIS AND ASSESSMENT
DESIGN AND IMPLEMENTATION
ONTHEJOB SUPPORT
EVALUATION
SUMMARY
KEY â TAKEAWAY POINTSâ
THOUGHTS ON NEXTGENERATION TALENT PROGRAMS
CONCLUSION AND SUMMARY
A
C
D
F
H
K
M
N
Q
S
T
U
Z
Copyright

Common terms and phrases

About the author (2009)

Marshall Goldsmith, Ph.D., is one of a select few advisors who have been asked to work with over 120 major CEOs and their management teams. A prolific author, his book What Got You Here Won't Get You There was ranked as the #1 best-selling business book by the The New York Times and The Wall Street Journal. For ten years, he served as a member of the Board of the Peter Drucker Foundation.

Louis Carter is the Founder and CEO of the Best Practice Institute, and a world-renown leadership and organization change advisor. He is the author of over nine books on best practices including Change Champion's Fieldguide and Best Practices in Leadership Development and Change.

Best Practice Institute (BPI) is an association of executives and leaders who share and pioneer best methods of organizational change. Best Practice Institute produces online learning sessions, webinars, Benchmark Research Groups, publications, and certification programs. (www.bpiworld.com)

Bibliographic information