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• Front Matter
  • The Professional Practice Series
  • The Professional Practice Series
  • Dedication
  • Foreword
  • Preface
    • The Imperative of Talent
    • Premise of the Book
    • Acknowledgments
  • The Editors
  • The Contributors
• Part One General Frameworks
  • Chapter 1 Strategic Talent Management Matters
    • A Leadership Imperative
    • Linking Talent and Talent Management to Financial Outcomes
    • Business Reasons for Talent Management
    • Strategically Driven Human Resources
      • Matching Executive Talent to Business Strategy
    • What Is Talent?
    • Defining Talent Management
      • Table 1.1 Sample Definitions of Talent Management
      • Talent Management Components
        • Exhibit 1.1 Core Talent Management Definition: Silzer and Dowell
        • Table 1.2 Talent Management Components
      • Talent Management Model
        • Figure 1.1 Talent Management Framework
        • Figure 1.2 Talent Management Model
    • Talent Management Success Factors
      • Exhibit 1.2 DIME Model of Talent Management Success
    • 1. Driven by Business Strategy
      • Talent as a Strategic Resource
      • Strategic Human Resources
        • Converting Business Strategy into HR Strategy
        • Human Resource Professionals Need to be Strategic
        • Strategic Links
          • Figure 1.3 Strength of Talent Management Links
    • 2. Integrated with Other Processes
      • Table 1.3 Five Stages of Talent Management
      • Reactive—Stage 1
      • Programmatic—Stage 2
      • Comprehensive—Stage 3
      • Aligned—Stage 4
      • Strategic—Stage 5
      • Other Approaches to Integration
    • 3. Managed as a Core Business Practice
      • Table 1.4 Evolution of Talent Management and Planning
    • 4. Engrained as a Talent Mindset
    • Other Talent Management Approaches
    • Issues in Talent Management
      • The Nature of Talent
        • Natural or Developed Talent
        • Broad or Narrow Inclusion
        • Satisficing or Maximizing Talent
      • Design and Execution Issues
        • Comprehensive Design or Effective Implementation
        • Focusing on the Needs of the Individual or the Needs of the Organization
        • Tell No One or Widely Communicate
      • Influences and Challenges
        • Looking Forward or Looking Back
        • Short-Term or Long-Term View
        • Expanding or Integrating into Global Markets
        • Influencing or Being Influenced by the CEO
    • Talent Roles
      • Corporate Board of Directors
      • CEO and Senior Executives
        • Table 1.5 Talent Management Roles and Responsibilities
      • Human Resource and Talent Professionals
      • Line Managers
      • Individual Employees: The Talent
    • Talent Management Going Forward
    • References
  • Chapter 2 Building Competitive Advantage through Integrated Talent Management
    • Talent Management Defined
      • Leadership Talent
      • Talent for Strategic Functions
        • Table 2.1 Identifying Talent Needs to Achieve Business Strategy
      • Talent for Strategic Technologies
      • Talent for Strategic Geographies
    • Three Levels of Talent Management Integration
      • Integration with Strategy: Business Strategy
        • Figure 2.1 The Stages of Talent Management
        • Talent Management Integration with Strategy: A Current Case
      • Integration with Strategy: Human Resources Strategy
        • HR Principles for Integration
        • HR Technology for Integration
        • Competency Models for Integration
        • Talent Management Integration with Human Resources Strategy: A Current Case
      • Integration Within the Talent Management Processes
        • Integration Within Talent Management Processes: A Current Case
      • Integration with Organizational Culture
        • Talent Management Integration with Culture: A Current Case
          • Figure 2.2 Excerpt from the Ingersoll Rand Leader/Manager Index
    • A Model of Integrated Talent Management
      • Figure 2.3 Talent Stewardship Model
      • Business Strategy
      • Talent Identification
        • Table 2.2 Strategic Business Priorities and Organizational Implications
        • Internal Sourcing
        • External Sourcing
      • Talent Assessment
      • Talent Development
        • Figure 2.4 Development as a Three-Way Partnership
        • Figure 2.5 Planning Optimal Development Assignments
        • Development Through Experience
        • Development Through Relationships
        • Development Through Formal Training
      • Talent Retention
      • Talent Stewardship
      • Customized Talent Management Systems
        • Figure 2.6 Customized Talent Management
        • Table 2.3 Talent Management Menu
    • Implementation of Talent Stewardship
      • Executive Management
      • Line Management
      • Human Resource and Talent Management Professionals
    • Future Challenges and New Directions
    • References
• Part Two Key Practices
  • Chapter 3 Building the Talent Pipeline: Attracting and Recruiting the Best and Brightest
    • The War for Talent Starts with Attraction
    • Step 1: Identifying Your Talent Acquisition Strategy
      • Talent Strategy Choices
        • Buy Strategy
        • Build Strategy
        • Borrow Strategy
        • Bind Strategy
        • Choosing the Strategy
    • Step 2: Creating a Compelling Employment Value Proposition
      • Differentiation
      • Credibility
      • Sustainability
    • Step 3: Creating a Memorable Employment Brand
    • Step 4: Crafting Your Talent Brand
      • The Leadership Brand
      • Developing a Leadership Brand
    • Step 5: Determining the Most Productive Talent Channels
      • Talent Channels
        • Print Media
        • Referrals
        • Job Boards
        • Recruiting Firms
        • College and University Alliances
        • Virtual Social Networks
      • Talent Pool Segmentation
        • Protecting the Brand
    • Step 6: Measuring Your Success
      • Tactical Metrics
        • Table 3.1 Tactical Metrics
      • Strategic Metrics
      • Performance Reporting
        • Table 3.2 Strategic Metrics
    • Alignment Is the Secret Sauce
    • A Research Agenda
    • Conclusion
    • References
  • Chapter 4 Ropes to Skip and the Ropes to Know: Facilitating Executive Onboarding
    • The Onboarding Challenge
      • Potential Derailers
      • Ropes to Learn
    • The Science of Onboarding
      • Newcomer Adjustment
      • Emerging Findings
        • The Newcomer as Active Sense Maker
        • Socialization as a Multiphase Process
          • Figure 4.1 Socialization as a Multiphase Process
        • Personality Plays a Role
    • The Executive Onboarding Process: A Five-Stage Model
      • Figure 4.2 Five Stage Onboarding Process
      • Phase 1: Selection
        • Culture Fit
        • Learning Agility
        • Broadening the Use of Assessment
      • Phase 2: Preboarding (Beginning 7 to 14 Days Prior to Start Date)
        • Hiring Manager
        • Human Resource Leader
        • New Leader
        • Administrative Assistant (or Sometimes the Hiring Manager's Administrative Assistant)
        • Recruiter
        • Mentor or Buddy
        • Coach
        • Exhibit 4.1 Sample Onboarding Plan
          • Purpose of the Onboarding Plan
          • Development Plan
      • Phase 3: Integration (Days 1 to 30)
        • 1. Partner meeting
        • 2. Team transition meeting
        • 3. Stakeholder mapping and interviews
      • Phase 4: Execution (Days 30 to 90)
      • Phase 5: Settling in (90 to 180 Days)
        • Figure 4.3 Onboarding Program Metrics
      • Ending the Formal Onboarding Support
    • Onboarding Contingencies: It All Depends
      • The State of the Business
      • Organizational Culture
        • Table 4.1 Contingency of Onboarding Challenges and Opportunities
      • National Culture
    • Investing in Onboarding
    • Some Lessons Learned and Some Questions
    • References
  • Chapter 5 Identifying and Assessing High-Potential Talent: Current Organizational Practices
    • Prediction Challenge
      • Seeing into the Future
      • Accurately Assessing Talent
      • Predicting Potential to Develop
    • Corporate High-Potential Survey
      • Exhibit 5.1 Organizations Participating in the High-Potential Survey
    • Definitions of Potential
      • Table 5.1 Definitions of High Potential
      • By Role
      • By Level
      • By Breadth
      • By Strategic Position
      • By Strategic Area
      • Definitional Challenges
      • Phases of Definitions
    • High-Potential Categories
      • Table 5.2 High Potential Categories
    • High-Potential Time Frames
    • Size of High-Potential Pool
      • Table 5.3 Target Distributions for High Potentials
    • Identification Process for High Potentials
      • Agreement on Categories and Definitions of Potential
        • Exhibit 5.2 High-Potential Identification Steps
          • Typical Identification Steps
      • Solicitation
      • Nomination
      • Assessment
      • Review and Acceptance
        • Table 5.4 High-Potential Status
      • Development
        • Table 5.5 High-Potential Development Activities
    • Predictors of Future Performance
      • Table 5.6 Factors Used for Identifying High Potentials
      • Performance Record
      • Leadership Competencies
      • Motivation Issues
      • Mobility
      • Adaptability and Flexibility
        • Exhibit 5.3 PepsiCo View on Mobility as a Requirement to Be High Potential
      • Specific Experience and Tenure
      • Learning Ability
      • Personality Variables
      • Specific Abilities
      • Career Growth Potential
      • Developmental Orientation and Progress
      • Cultural Fit
      • Fungibility
      • Other Identification Models
      • Predictor Summary
      • Short-Term Versus Long-Term Prediction
        • Table 5.7 High-Potential Predictor Data
    • Assessment Techniques and Tools
      • Table 5.8 Tools Used to Identify High-Potential Candidates
    • Assessment Versus Prediction
      • Identify Predictor Variables
      • Assess for Predictor Variables
      • Predict Future Behavior
    • Tracking Progress
      • Table 5.9 Tracking High-Potential Progress
    • Conclusion
      • Table 5.10 General Conclusions
    • Future Directions
    • References
  • Chapter 6 Developing Leadership Talent: Delivering on the Promise of Structured Programs
    • Leadership Education and Development: A Historical Perspective
      • Program Goals
      • Critical Shifts
    • A Typology of Formal Leadership Development Approaches
      • Table 6.1 Design Success Factors by Approach
      • Individual Skill Development Interventions
        • Best Practices for Individual Development Programs
          • 1. Build the Program Around a Single Well-Delineated Leadership Model
          • 2. Conduct Precourse Preparation
          • 3. Use Multiple Learning Methods
          • 4. Conduct Extended Learning Periods and Multiple Sessions
          • 5. Put Organizational Support Systems in Place
        • Dilemmas with Individual Skill Development Approaches
          • 1. Failure to Build a Critical Mass
          • 2. Limits of Competency-Based Leadership Programs
          • 3. Insufficient Time Spent on Developing Individual Skill Areas
      • Socializing Leadership Vision and Values Interventions
        • Best Practice Features of the Socialization Process
          • 1. Careful Selection of Program Participants
          • 2. Ensure a Well-Articulated Organization Vision and Philosophy
          • 3. Practicing Leaders Provide Instruction
          • 4. A Systems Approach Emphasizing Integration and Support
        • Problems and Pitfalls Facing Socialization Initiatives
          • 1. Hidden Challenge in Using Company Leaders as Teachers
          • 2. Participant Selection Criteria Are Poorly Defined or Enforced
          • 3. Corporate Ownership Supersedes Division Ownership
          • 4. Organizational Downturns or Serious Challenges Undermine Programs
      • Strategic Leadership Development Initiatives
        • Critical Design Elements
          • 1. A Clear Strategic Framework Driving Program Content
          • 2. Curricula Designed to Elicit Group Discussions Between Units and Across Levels
          • 3. Trained Facilitators Provide Critical Process Assistance
          • 4. Learning Experiences Cascade Across Multiple Levels
          • 5. Active Feedback Mechanisms
        • Pitfalls and Problems Facing Strategic Intervention Initiatives
          • 1. Poor Modeling by Corporate Leaders
          • 2. Entrenched Managers and the Legacy of Past Relations Limit Program Impact
          • 3. Competing Initiatives Detract from Sponsor Support
          • 4. Lack of Consistent Reinforcement
          • 5. Limitations of Facilitators
      • Action Learning Leadership Development Initiatives
        • Critical Design Features
          • 1. Careful Project Selection
          • 2. Clearly Defined Project Outcomes
          • 3. Multiple Opportunities for Reflection
          • 4. Active Involvement by Senior Management
          • 5. Expert Facilitation and Coaching
        • Pitfalls Facing Action Learning Programs
    • Conclusion
    • References
  • Chapter 7 Developing Leadership Talent through Experiences
    • Why Experiences Are So Important
      • Table 7.1 Sample Talent Management Taxonomy for Leaders
    • How to Build a Talent Management Taxonomy that Leverages Experience
      • Business Strategy
      • Experiences
        • Exhibit 7.1 Sample Experience Definition
      • Competencies
      • Relationships
      • Learning Capabilities
      • Putting It All Together
    • How to Embed Experiences in Talent Management Systems
      • Succession Planning
        • Table 7.2 Experiences and Competencies Matrix
      • Development Plans
      • Performance Management
        • Exhibit 7.2 Sample Development Plan Checklist
          • How Good Is Your Development Plan?
            • Aligning with the Business
            • Finding Your Potential
            • Holding Yourself Accountable
      • Training and Development
      • Mentoring and the Role of Other People
      • Staffing and Workforce Planning
    • Future Directions for Research and Practice
      • Future Directions for Research
      • Future Directions for Practice
    • References
  • Chapter 8 Changing Behavior One Leader at a Time
    • Leadership Matters
    • What We Know About Behavior Change
      • Psychodynamic Theory
        • Table 8.1 Contributions from Psychological Theory
      • Behaviorism and Behavioral Approaches
      • Cognitive Behavioral Psychology
      • Person-Centered Psychology
      • Adult Learning and Development
      • Theories of Motivation
      • Social-Cognitive Theory
    • Factors Influencing Individual Change
    • A Model for the Change Process
      • Figure 8.1 A Model of Individual Leader Change
    • Individual Differences: Which Leaders Can Learn?
      • Motivation
        • Table 8.2 Individual Differences and the Capacity to Change
      • Intelligence
      • Personality
        • Extraversion
        • Emotional Stability
        • Conscientiousness
        • Agreeableness
        • Openness to Experience
        • Personality Derailers
      • Self-Efficacy and Beliefs About Change
      • Self-Awareness
      • Learning Orientation and the Ability to Learn
      • Individual Differences and Ability to Change: Implications for Coaching
    • Differences in Leadership Level and Job Complexity
      • Table 8.3 Coaching Readiness, Actions, and Outcomes
      • Table 8.4 Skills Required at Different Levels of the Leadership Pipeline
    • Characteristics of the Coach
      • Table 8.5 Core Competencies of Effective Coaches
    • Factors in the Organization
    • Measuring the Effectiveness of Coaching
      • What Should Be Measured?
      • Who Are the Best Judges of Change?
      • What Are the Right Measures of Individual Change?
      • When to Measure Outcomes?
      • How Valuable Is It? A Look at ROI
    • Implications and Lessons Learned
      • For the Organization
      • For Practitioners (Leadership Development Professionals or Executive Coaches)
    • Conclusion
    • References
  • Chapter 9 Managing Leadership Talent Pools
    • Figure 9.1 Placement of Talent Reviews in the Annual Planning Cycle
    • Figure 9.2 The Talent Review Cycle
    • The Business Case
    • Foundations
    • Key Factors in Managing Leadership Talent Pools
      • Table 9.1 Factors Influencing the Focus of Talent Reviews
    • Roles in the Talent Review Process
      • Table 9.2 Roles in Reviewing and Managing Talent Pools
      • Table 9.3 CEO and Senior Line Manager Questions
    • Characteristics of Successful Talent Reviews
    • The Architecture of a Talent Review
      • When to Review
      • Whom to Review
      • What to Review
        • The Organization's Strategic Environment
        • Senior Leadership Behavior
        • Performance-Potential Matrix
          • Lowest Performance–Lowest Potential
          • Highest Performance–Lowest Potential
            • Table 9.4 Performance-Potential Matrix and Likely Actions
          • Lowest Performance–Highest Potential
          • Highest Performance–Highest Potential
          • Using the Matrix
        • Retention Risk
        • Replacement Planning and Succession Management
        • Critical Indicators
      • Content of the Review
        • Exhibit 9.1 Talent Review Agenda
    • Alternative Approaches to Talent Reviews
      • Reviews of Select Talent Pools
      • Talent Strategy Reviews
      • Review of External Talent Pools
    • Talent Assessment
      • Table 9.5 Sample Elements of a Talent Strategy
    • Outcomes of Talent Reviews
    • Lessons Learned
      • Lesson 1: Hold Line Leadership Accountable for the Management of Talent Pools
      • Lesson 2: Make Talent Judgments Based on Standards Drawn from Strategic Plans
      • Lesson 3: Value Current Contributions and Future Potential
      • Lesson 4: Focus as Much on Development as on Assessment
      • Lesson 5: Include the Individual in the Planning Process
      • Lesson 6: Emphasize the Dialogue over the Review Format and Technology
      • Lesson 7: Focus on the Follow-Up Rather Than the Review
    • Future Directions in Research
    • Conclusion
    • References
  • Chapter 10 Employee Engagement: A Focus on Leaders
    • Defining Terms and Some History
    • Which Elements Matter Most?
    • The “Aha”
      • Career Drivers
      • Cash Drivers
      • Life Balancers
    • Engagement in Practice
      • Using Performance Management to Support Development
      • Building an Employment Brand
      • Turnover Intervention Tool Kits
        • Personal Indicators
        • Work and Performance Indicators
    • The Future
    • References
• Part Three Critical Issues
  • Chapter 11 Building Functional Expertise to Enhance Organizational Capability
    • Overview of Functional Expertise
      • Organizational Capability and Functional Expertise Defined
      • History of Organizational Capability and Functional Expertise
      • Buying or Building Individual Functional Expertise
      • Company Benchmarking
        • Functional Capability at the Organizational Level
        • Functional Expertise at an Individual Level
          • 1. Competencies are the Foundation for Developing Functional Expertise in Organizations
          • 2. Business Imperatives Drive the Development of Functional Models
          • 3. Business Leaders Lead the Development and Implementation of Functional Competency Models
          • 4. Launch Tactics Varied
          • 5. The Impact Can Be Difficult to Measure
    • Methodology for Building Functional Expertise
      • Figure 11.1 Model for Building Functional Expertise
      • Step 1: Review the Business Strategy
      • Step 2: Identify Focus Areas
      • Step 3: Define Organizational Capabilities
      • Step 4: Define Key Levers
      • Step 5: Define Individual Functional Standards
        • Table 11.1 Approaches to Defining Individual Functional Standards
        • A Comment on Validation
          • Table 11.2 Functional Competency Matrix Example
          • Exhibit 11.1 Functional Competency Example with Behaviorally Anchored Rating Scale
            • Accounting and Reporting
      • Step 6: Identify and Build Talent System Components
        • Competency Assessments
          • Table 11.3 Components of a Functional Talent System
        • Development Tools
          • Table 11.4 Functional Competency Development Guide—Example for HR Professionals
        • Selection Tools
        • Promotion Tools
          • Exhibit 11.2 Functional Competency Interview—Question Example
      • Step 7: Measure Impact and Effectiveness
        • Business
        • People
      • Step 8: Review and Update the Content
        • Table 11.5 Metrics to Assess Impact
        • Key Roles in Building Functional Expertise
        • Business Leaders
        • HR Generalists
        • Talent Management Practitioners
    • Key Lessons Learned
    • Future Trends and Suggested Research
    • References
  • Chapter 12 Managing and Measuring the Talent Management Function
    • Laying the Groundwork for Effective Evaluation
      • Overview
      • Evaluating the Strategic Objectives of Talent Management
      • Evaluating the Operational Objectives of Talent Management
      • Evaluating Customer and Stakeholder Objectives of Talent Management
        • CEO and the Executive Team
        • Line Management
        • Program Managers
        • Employees
        • Job Candidates
          • Table 12.1 Evaluation Strategy, Evaluation Questions, Talent Management, and Organizational Outcomes by Stakeholder Group
        • Evaluating Key Population Segments
          • Table 12.2 Sample Talent Management Dashboard
      • Evaluating the Financial Objectives of Talent Management
        • Table 12.3 Logic Model for an Example Talent Management Solution
        • Table 12.4 ROI Associated with Proposed Assessment Center
    • Defining the Metrics
      • Review of Related Research and Applications
      • Leading and Lagging Indicators
        • Table 12.5 Leading Indicator Metrics Examples by Talent Management Practice Area
        • Table 12.6 Lagging Indicator Metrics Examples by Talent Management Practice Area
      • Application of Metrics
    • Data Collection and Analysis
      • Table 12.7 Data Collection Planning Template
      • Using Quasi-Experimental Designs
      • Simplifying the Data Analysis
    • Bank of America Case Study
      • Table 12.8 Bank of America Talent Management Evaluation Logic Model
    • Conclusion
    • References
  • Chapter 13 Managing Talent in Global Organizations
    • Global Talent Management Strategy Framework
      • Strategic Workforce Planning
        • Figure 13.1 Business Strategy Competency Planning Matrix
      • Global Leadership Models
        • Table 13.1 Global Leadership Capabilities
      • Recognizing Cultural Factors in Global Leadership Models
      • Performance Appraisal and Management
        • Figure 13.2 Talent Nine-Box Grid
      • Global Talent Assessment
        • Who Places the Employee on the Grid?
        • Cultural Differences
        • Who Owns Global Talent?
        • Global Talent Profiles
          • Exhibit 13.1 Generic Talent Profile
      • Global Talent Reviews
        • Table 13.2 Succession Planning Chart
        • Global Position Decision Making
        • Selecting Local Talent
    • Strategic Actions to Develop Global Leaders
      • Developing Leadership Through International Assignment
      • Preparing Expatriates for Global Assignment
      • Returning Home from Expatriate Assignments
      • Developing Leaders Through Executive Development Programs
    • How Do I Get Started?
    • Practical Advice from Practitioners
      • Involve Senior Management
      • Integrate the Talent Strategy
      • Develop a Global Leadership Framework
      • Build Flexible Succession Strategies
      • Implement Early Talent Identification Processes
      • Create a Nurturing Environment
      • Develop Local Talent
    • Future Research
    • Conclusion
    • References
  • Chapter 14 Managing Talent in China
    • Western Multinationals in China
      • Transferring Talent Management Practices to China
    • The Chinese Context
      • Shortage of Professionals and Managers
        • The Planned Economy
        • The Cultural Revolution
        • The Legacy
        • University Training
        • Shortage of Human Resource professionals
        • Summary
      • The “Little Emperors”
      • Face Concerns
      • Power Distance: Managers and Their Direct Reports
    • Talent Management in China
      • Table 14.1 The Chinese Context Creates Challenges for HR Professionals
      • Recruitment
      • Retention
      • Performance Management
      • Development
        • Development Processes
        • Competency Models
        • Adapting Development Practices for the Chinese Context
    • Future Research
    • Conclusions
    • References
• Part Four Different Perspectives
  • Chapter 15 Take the Pepsi Challenge: Talent Development at PepsiCo
    • Talent Management at PepsiCo
      • Career Growth Model
        • Figure 15.1 PepsiCo Career Growth Model
      • Talent Management Model
        • Figure 15.2 Talent Management Model
      • A Primer on People Planning
        • Figure 15.3 Sample People Planning Process
        • Table 15.1 Talent Call Model: Definitions
    • Trends and Observations
      • The Challenge of the Definition: What Is a High Potential?
        • Figure 15.4 Sample People Planning Template Page
      • The Challenge of Metrics: What Metrics Should We Use for Talent Management?
      • The Challenge of Ensuring Rigor: How Do We Get Leaders to Actually Execute on Plans?
      • The Challenge of a Changing Workforce: How Do Talent Management Systems Need to Change to Meet the Next Generation's Needs?
    • Lessons Learned
    • Conclusion
    • References
  • Chapter 16 Integrated Talent Management at Microsoft
    • Microsoft as a Business
    • Talent Management at Microsoft
    • CareerCompass: Career Models at Microsoft
      • Table 16.1 Talent Management Framework at Microsoft
    • Performance Management at Microsoft
    • Leadership Assessment, Movement, and Development at Microsoft
      • Assessment
        • Table 16.2 Microsoft Talent Management and Development
      • Talent Movement
      • Development
      • Aligning and Integrating Processes
    • Lessons Learned
  • Chapter 17 They Can Do It! You Can Help!: A Look at Talent Practices at The Home Depot
    • The Case for Talent Management
    • Talent Channels
    • Creating Successful Hiring Partnerships
    • Creating Successful Leadership Pipeline Programs
      • Internal Audit Leadership Program
      • The Store Leadership Program
    • Lessons Learned
      • Talent Channels
      • Lessons Learned—Pipeline Programs
    • Conclusion
  • Chapter 18 Allstate's “Good Hands” Approach to Talent Management: An Interview with Ed Liddy and Joan Crockett
    • A CEO's Personal Point of View on Talent Management
    • Allstate Background
      • Exhibit 18.1 Insurance Is the Oxygen of Free Enterprise
    • An Outsider Perspective on Talent and Human Resources
      • Exhibit 18.2 Background of Ed Liddy and Joan Crockett
    • Allstate's Commitment to Making Strategically Valuable Talent Decisions
    • Talent Strategy at the Pivot Point: Agents as Entrepreneurs
    • Strategic Critical Success Factors for Leaders
      • The Case of Changing Business Unit Leaders
      • Codifying the “How” of Leadership with Critical Success Factors
      • Talent Management Goes Beyond Just the Numbers
    • Talent Management Synergy Through Integrated HR
      • Figure 18.1 Allstate's Transition to New Critical Success Factors
      • Exhibit 18.3 Allstate's Rationale for Enhancing Critical Success Factors
      • Figure 18.2 Connections Between Old and New CSFs
      • Beyond Scientific Rigor: The Change Process Must Reinforce Success
      • Making the New CSFs “Real” When It Comes to the Hard Decisions
        • Table 18.1 How New Success Factors Improve Leadership Development
    • Strategic HR Partnership at Allstate
      • How the CEO Allocates Time to Talent Management
        • Exhibit 18.4 Sample Allstate Interview Guide
      • Building Talent Management on the Foundations of Organization Culture
      • The Importance of Leadership by Example: The Profit-Sharing Incentive Decision at Allstate
      • How Does the CEO Know Talent Management Is Working?
      • Strategic HR Partnership at a Personal Level: Learning How the CEO Learns
    • Conclusion
    • References
  • Chapter 19 A View from the Top on Talent Management: An Interview with Warren Staley, Recently Retired CEO of Cargill Incorporated
    • Table 19.1 Warren Staley's Personal Leadership List (“The Little Red Book”)
    • Exhibit 19.1 Warren Staley's Letter to Employees
    • Exhibit 19.2 Cargill Talent Declaration
      • Cargill Talent Declarations
      • Standards/Expectations
  • Chapter 20 Chief Human Resource Officer Perspectives on Talent Management
    • Defining Talent Management
    • Influences on Talent Management
    • CHRO Influence on Talent Management
    • Integration of Human Resource Functions
    • Predictors of High Potential
    • International Challenges
    • Measuring Talent Management Success
    • Lessons Learned
    • Future Directions
    • References
• Part Five Future Directions for Practice and Research
  • Chapter 21 Building Sustainable Talent through Talent Management: Benefits, Challenges, and Future Directions
    • Talent Management Themes
      • Driven by Business Strategy
        • Table 21.1 Key Themes in Talent Management Approaches
      • Requires Differential Investment
      • Accepted as a Core Business Process
      • Integrated Across Human Resource Practices and Processes
      • Engrained as an Organizational and Cultural Mindset
      • Practical, Efficient, and Easy to Use
      • Includes Relevant Outcome Measures
      • Future Looking
    • Benefits of Strategy-Driven Talent Management
    • Challenges to the Effective Management of Talent
      • Organizational-Level Challenges
        • Poor Alignment of Talent Management Programs with Strategy
          • Table 21.2 Organizational-Level Challenges to Talent Management (Order Based on Degree of Difficulty)
        • Subjective Talent Decision Making
        • Change in CEO
        • Sudden Shifts in Business Markets or Economy
        • Lack of Alignment with Organizational Norms and Values
        • Acceptance of Differential Investment in Talent
        • Complex Design
        • Breadth of Talent Management Expertise Required
        • Costs of Talent Management Interventions
        • Poor Introduction and Execution
        • No Consensus on Definitions of Leadership or High Potential
        • Poor or No Outcome Measurement
        • Oversupply or Undersupply of Talent
        • Lack of Transparency
        • Differences Between Talent Management and Business Cycles
      • Employee-Level Challenges
        • Manager or Leader Resistance
          • Table 21.3 Employee-Level Challenges to Talent Management
        • Individual Resistance
        • Lack of Senior Leader Support
        • Consideration for Life Balance Issues
        • Engaging Employees in Nonstrategic Areas
      • Future Talent Management
    • Conclusion
    • References
  • Chapter 22 Critical Research Issues in Talent Management
    • Key Strategic Links
      • Table 22.1 Talent Management Areas That Need Further Research
      • Figure 22.1 Strength of Key Strategic Talent Management Links
    • Organizational Talent Strategy and Talent Models
    • Talent as a Driver of Business Strategy
    • Talent Model for Individuals
    • Talent Programs and Practices
    • Talent Pools and Differential Investment
    • Talent Decisions
    • Talent Measures and Outcomes
    • Organizational Acceptance
    • Talent Management Talent
    • Conclusion
    • References
  • Chapter 23 Talent Management: An Annotated Bibliography
    • Chapter 1: Strategic Talent Management Matters
      • by Rob Silzer and Ben E. Dowell
    • Chapter 2: Building Competitive Advantage Through Integrated Talent Management
      • by Marcia J. Avedon and Gillian Scholes
    • Chapter 3: Building the Talent Pipeline: Attracting and Recruiting the Best and Brightest
      • by Leslie W. Joyce
    • Chapter 4: Ropes to Skip and the Ropes to Know: Facilitating Executive Onboarding
      • by Seymour Adler and Lorraine Stomski
    • Chapter 5: Identifying and Assessing High-Potential Talent: Current Organizational Practices
      • by Rob Silzer and Allan Church
    • Chapter 6: Developing Leadership Talent: Delivering on the Promise of Structured Programs
      • by Jay A. Conger
    • Chapter 7: Developing Leadership Talent Through Experiences
      • by Paul R. Yost and Mary Mannion Plunkett
    • Chapter 8: Changing Behavior One Leader at a Time
      • by Sandra L. Davis and Robert C. Barnett
    • Chapter 9: Managing Leadership Talent Pools
      • by Ben E. Dowell
    • Chapter 10: Employee Engagement: A Focus on Leaders
      • by Jeff Schippmann
    • Chapter 11: Building Functional Competence to Enhance Functional Capability
      • by Suzan McDaniel and Erika D'Egidio
    • Chapter 12: Managing and Measuring the Talent Management Function
      • By John C. Scott, Steven G. Rogelberg, and Brent W. Mattson
    • Chapter 13: Managing Talent in Global Organizations
      • by Thomas Ruddy and Pooja Anand
    • Chapter 14: Managing Talent in China
      • by Elizabeth Weldon
• Back Matter
  • Name Index
  • Subject Index

  UM RAFBÆKUR Á HEIMKAUP.IS

  Bókahillan þín er þitt svæði og þar eru bækurnar þínar geymdar. Þú kemst í bókahilluna þína hvar og hvenær sem er í tölvu eða snjalltæki. Einfalt og þægilegt!
  
  Rafbók til eignar
  Rafbók til eignar þarf að hlaða niður á þau tæki sem þú vilt nota innan eins árs frá því bókin er keypt.
  
  Þú kemst í bækurnar hvar sem er
  Þú getur nálgast allar raf(skóla)bækurnar þínar á einu augabragði, hvar og hvenær sem er í bókahillunni þinni. Engin taska, enginn kyndill og ekkert vesen (hvað þá yfirvigt).
  
  Auðvelt að fletta og leita
  Þú getur flakkað milli síðna og kafla eins og þér hentar best og farið beint í ákveðna kafla úr efnisyfirlitinu. Í leitinni finnur þú orð, kafla eða síður í einum smelli.
  
  Glósur og yfirstrikanir
  Þú getur auðkennt textabrot með mismunandi litum og skrifað glósur að vild í rafbókina. Þú getur jafnvel séð glósur og yfirstrikanir hjá bekkjarsystkinum og kennara ef þeir leyfa það. Allt á einum stað.
  
  Hvað viltu sjá? / Þú ræður hvernig síðan lítur út
  Þú lagar síðuna að þínum þörfum. Stækkaðu eða minnkaðu myndir og texta með multi-level zoom til að sjá síðuna eins og þér hentar best í þínu námi.
  
  
  
  Fleiri góðir kostir
  - Þú getur prentað síður úr bókinni (innan þeirra marka sem útgefandinn setur)
  - Möguleiki á tengingu við annað stafrænt og gagnvirkt efni, svo sem myndbönd eða spurningar úr efninu
  - Auðvelt að afrita og líma efni/texta fyrir t.d. heimaverkefni eða ritgerðir
  - Styður tækni sem hjálpar nemendum með sjón- eða heyrnarskerðingu