Talent Assessment: A New Strategy for Talent Management
Talented and ambitious people will only stay with their current employer if they are offered positive development, motivation and nurturing to ensure they are given every chance of realizing their potential. Simple financial packages, although superficially attractive, often assuage a short term need but rarely cater for the long-term requirements of a talented person. Talent Assessment demonstrates how to manage the needs of the individual employees and those of the organization in parallel; how to identify the aspirational and development needs of potential top performers and how to manage them sensibly. This involves using techniques to assess their mindsets, behaviours and skills and then providing effective training, development and performance management interventions. IT is an increasingly important support and enabler of this kind of process and the authors provide guidance on the process and content required for a talent management database. There is also a chapter exploring the critical operation role of HR in talent management. The book is filled with practical examples and mini-case studies to help you apply the various techniques. It provides positive, practical guidelines to encourage you to implement a suitable talent management programme as well as introducing more advanced aspects of the subject, particularly in terms of assessing suitable candidates for this way of managing your organization's future.
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Why is it Necessary? The Case for Talent Management
Elements of Psychometric Testing
Elements of Knowledge Assessment
Education and Training
The IT Infrastructure
The Operational Role of HR
Assess Your Own Knowledge of Talent Management
Guidelines for Creating a Talent Management System
Appendix B Best Answers
Other editions - View all
360-degree assessment ability answer application approach areas attitude candidates capability cent competencies concept corporate cost database deliver effective elements employees ensure example executive experience external factors finance future high achievers HR Director HR function identify impact implement a talent important improvement individual internal interview investment involved JAMES BOOTH James needs Key issues knowledge assessment knowledge workers Likert scales line management Managing Director MBTI measure mentor Meredith Belbin motivation Myers-Briggs Type Indicator necessary NEIL FLYNN objectives operational opportunity organization overall participant performance appraisal personnel position potential practice presentation problem professional profit centre project management promotion psychometric tests questionnaire questions recruitment relevant responsibility role sales force score selection senior management skills solution specific staff structure talent management programme talent management strategy talent pool techniques training course training programme