Strategy-Driven Talent Management: A Leadership Imperative

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Rob Silzer, Ben E. Dowell
John Wiley & Sons, Nov 4, 2009 - Business & Economics - 928 pages
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Organizations today understand that superior talent can create competitive business advantage. Executives are working with human resource managers and talent professionals to significantly improve their organization’s ability to attract, develop, deploy, and retain the talent needed to achieve the organization’s strategies. Effective CEOs and senior leaders are realizing that strong talent resources are as critical to business success as financial resources.

This book in the SIOP Professional Practice Series provides an up-to-date review and summary of current and leading-edge talent management practices in organizations. A comprehensive book, Strategy-Driven Talent Management brings together an outstanding group of leading practitioners who present state-of-the-art ideas, best practices, and guidance on how to recruit, select, assimilate, develop, and retain exceptional talent and integrate talent management efforts with organizational strategy. Written for human resource professionals, industrial-organizational psychologists, and corporate executives, this key resource is a clear must-read guide to the emerging field of strategic talent management.

Strategy-Driven Talent Management

  • shows how to build competitive advantage through an integrated and strategic talent management program
  • summarizes what it takes to attract, develop, deploy, and retain the best talent for the strategic needs of an organization
  • reviews critical issues such as managing talent in global organizations and measuring the effectiveness of talent management programs
  • includes case examples and CEO interviews from leading-edge companies such as PepsiCo, Microsoft, Home Depot, Cargill, and Allstate, which reveal how each of these organizations drives talent management with their business strategies

This essential must-have HR resource offers insight into the future of strategic talent management, an extensive annotated bibliography and suggestions for preparing the next generation of organizational leaders.

 

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Contents

CHAPTER1STRATEGIC TALENT MANAGEMENT MATTERS
CHAPTER 2 BUILDING COMPETITIVE ADVANTAGE THROUGH
Three Levels of Talent Management Integration
A Modelof Integrated Talent Management
ROPES TO SKIP AND THE ROPES TO KNOW
CHAPTER
TALENT
AssessmentTechniques andTools Assessment Versus Prediction
Measure Impactand Effectiveness
Executive Onboarding
CHAPTER 13 MANAGING TALENT IN GLOBAL
CHAPTER 14 MANAGING TALENTIN CHINA
CHAPTER 15 TAKETHE PEPSI CHALLENGE
CHAPTER
The CaseforTalent Management TalentChannels
Creating Successful Leadership Pipeline Programs

Conclusion Future Directions
DEVELOPING LEADERSHIP TALENT THROUGH
CHAPTER 8CHANGING
WhichLeaders CanLearn?
CHAPTER 9MANAGING LEADERSHIP TALENT POOLS
CHAPTER 10 EMPLOYEE ENGAGEMENT
the Best and Brightest
Part Three CriticalIssues CHAPTER 11BUILDING FUNCTIONAL
Methodology for Building Functional Expertise
Conclusion
TALENT MANAGEMENT Allstate Background
CHAPTER 19AVIEW FROM THE TOP ON TALENT
CHIEF HUMAN RESOURCE OFFICER
CHRO Influence on Talent Management
CHAPTER 21BUILDING SUSTAINABLE TALENT THROUGH
Name Index
Subject Index
Copyright

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About the author (2009)

The Editors

Rob Silzer is the managing director of HR Assessment and Development, Inc. For more than twenty-five years he has consulted with managers, HR professionals, executives, and CEOs from more than 150 organizations. Dr. Silzer specializes in executive and management leadership, assessment, selection, coaching, and development, and in strategically driven HR systems. He is editor of The 21st Century Executive: Innovative Practices for Building Leadership at the Top and co-editor with Richard Jeanneret of Individual Psychological Assessment: Predicting Behavior in Organizational Settings.

Ben E. Dowell is an independent talent management consultant. He was vice president of talent management for the Bristol-Myers Squibb Company. His experience spans 30 years primarily working within companies to align talent management actions, systems, and processes with the strategic needs of the enterprise. Dr. Dowell specializes in talent management processes for senior leaders including succession planning and management, executive selection, and executive coaching.

The Society for Industrial and Organizational Psychology (SIOP) is a 4,000-member Division within APA. The Professional Practice Series provides practitioners and students with guidance, insights, and advice on how to apply the concepts, research findings, methods, and tools from I-O psychology to address human-capital issues in organizations.

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