Product Type: Market Research Report
Published by: Business Intelligence
Published: November 2001
Product Code: R125-72Description Expertly designed, implemented and managed, talent management will certainly improve strategic performance and business effectiveness, and may sustain business success.
The potential of Talent Management cannot and should not be ignored. A talent management strategy will improve your organizational performance through better identifying, sourcing, developing, rewarding, motivating and retaining the talent that keeps you ahead of your competitors.
This management report:
- Sets a talent agenda - discover how the implications, issues and emerging practices of talent management have to be rationalized into a coherent and achievable agenda for action.
- Reveals, through case studies, the experiences - good and bad - that international organizations have encountered in implementing and developing talent management strategies.
- Details the necessary success factors to effectively implement a talent management agenda, along with the continuous issues that case organizations have to overcome.
- Discloses the results and provides insightful analysis of a survey conducted exclusively for this report among 143 leading organizations.
- Examines the trends, describes emerging practices, addresses the underlying issues and raises the challenges of talent management.
Table of Contents - Author Profile
- Acknowledgements
- Preface
- Chapter 1: The Case for Talent Management
- Executive Summary
- Section A: The Talent Imperative
- Section B: Drivers and Trends
- Section C: The Talent Focus
- Section D: Setting the Business Case
- Section E: Overview - Talent Challenges
- Key Learning Points
- Case Study: St Luke's Communications
- Chapter 2: Positioning and Structuring Talent Management
- Executive Summary
- Section A: The Internal Rationale
- Section B: Positioning Talent Management
- Taking a Proactive Approach
- Case Report: South African Breweries - Strategic People Resourcing
- Case Report: CP&L Energy - Strategic Recruiting
- Positioning Talent Management: Key Learnings
- Section C: Realigning Talent Management
- Adverse Effects on Talent
- Case Report: Modem Media - Rebuilding the Talent Base
- Case Report: Ogilvy Public Relations Worldwide - Managing Downturn
- Realigning Talent Management: Key Learnings
- Section D: Structuring and Organizing Talent Management
- Delivering Talent Management
- Case Report: First Data Corporation - HR/OD Partnership
- Case Report: Mariner7 - External HR Provision
- Structuring Talent Management: Key Learnings
- Section E: Overview - Talent Challenges
- Key Learning Points
- Case Study: First Data Corporation
- Chapter 3: Building Brands and Value Propositions
- Executive Summary
- Section A: The Strategic Case
- Section B: Developing Brands and Reputations
- The Brand Imperative
- Case Report: PETsMART Inc - Creative Brand Building
- Case Report: BP - Technology-enabled Brand Building
- Developing Brands: Key Learnings
- Section C: Converting Brands to Value Propositions
- Employee Value Propositions
- Case Report: Southwest Airlines Company - A Fun Environment
- Case Report: South Auckland Health - Promoting Medical Excellence
- Converting Brands to Value Propositions: Key Learnings
- Section D: Culture and Work Environment
- Developing the Cultural Ethos
- Case Report: The Motley Fool - A Foolish Culture
- Case Report: Operations Management International Inc - The Team-based Environment
- Culture and Work Environment: Key Learnings
- Section E: Overview - Talent Challenges
- Key Learning Points
- Case Study: Agilent Technologies
- Chapter 4: Defining the Talent Groups
- Executive Summary
- Section A: Talent Needs and Solutions
- Section B: Identifying Top Talent
- The Executive Imperative
- Case Report: Dow Chemical Company - Leader Development Network
- Case Report: BASF UK - Talent Planning Process
- Identifying Top Talent: Key Learnings
- Section C: Focusing on Key Talent Groups
- Defining Key Talent
- Case Report: American Family Insurance - Sourcing and Keeping IS Talent
- Case Report: Cellular Operations Ltd - Developing Call Centre Talent
- Key Talent Groups: Key Learnings
- Section D: Developing Talent Pools
- An Egalitarian Approach
- Case Report: KARLEE Company - The Family-oriented Organization
- Case Report: Azuremed Ltd - The One Team Approach
- Developing Talent Pools: Key Learnings
- Section E: Overview - Talent Challenges
- Key Learning Points
- Case Study: Carter Holt Harvey
- Chapter 5: Deploying Talent Interventions
- Executive Summary
- Section A: Challenging Talent Assumptions
- Section B: Sourcing and Selecting Talent
- The Sourcing Challenges
- Case Report: Seattle Police Department - Challenging Recruitment Assumptions
- Case Report: Getty Images Inc - Sourcing Global Talent
- Sourcing and Selecting Talent: Key Learnings
- Section C: Learning and Personal Growth
- The Growth Imperative
- Case Report: Ogilvy Public Relations Worldwide - Attract, Grow and Keep Intervention
- Case Report: Southwest Airlines - Career Development and Learning
- Learning and Personal Growth: Key Learnings
- Section D: Building Motivation and Loyalty
- Deciding on the Levers
- Case Report: Remedy Corporation - A Cultural Fit
- Case Report: Manpower Plc - Best Employment Practice
- Building Motivation and Loyalty: Key Learnings
- Section E: Overview - Talent Challenges
- Key Learning Points
- Case Study: Manpower Plc
- Chapter 6: Managing Talent Effectively
- Executive Summary
- Section A: The Manager/Supervisor Imperative
- Section B: Rethinking Work and Performance
- Challenging the Status Quo
- Case Report: St Luke's Communication - Managing Co-owner Talent
- Case Report: Fujitsu Network Communications - the People Value Chain
- Rethinking Work and Performance: Key Learnings
- Section C: Creating Management Involvement
- Using Direct Approaches
- Case Report: The Hartford Group - Managers as Key Developers
- Case Report: Support Technologies Inc - Managers as Talent Recruiters
- Creating Management Involvement: Key Learnings
- Section D: Rethinking Systems and Accountability
- The Accountability Imperative
- Case Report: International Paper - Introducing Supervisor Accountability
- Case Report: ST Microelectronics - Human Capital Systems and Accountability
- Rethinking Systems and Accountability: Key Learnings
- Section E: Overview - Talent Challenges
- Key Learning Points
- Case Study: International Paper
- Chapter 7: Evaluating Talent Management
- Executive Summary
- Section A: The Imperative of Evaluation
- Section B: Using Strategic Frameworks
- Making Evaluation More Strategic
- Case Report: South African Breweries - People Reviews and Balance Sheets
- Case Report: BC Hydro Transmission and Distribution - Deploying an HR Scorecard
- Using Strategic Frameworks: Key Learnings
- Section C: Evaluating Talent Interventions
- Measuring Operational Outcomes
- Case Report: Carter Holt Harvey - Evaluating High Potentials
- Case Report: Sears Roebuck & Company - Evaluating Training and Education
- Evaluating Talent Interventions: Key Learnings
- Section D: Evolving Evaluation Approaches
- Rethinking Talent Evaluation
- Case Report: Strategic Dimensions Ltd/BASF UK - At Risk Talent Inventories
- Case Report: Humax Corporation - Social Capital Assessment
- Evolving Evaluation Approaches: Key Learnings
- Section E: Overview - Talent Challenges
- Key Learning Points
- Case Study: South African Breweries Plc
- Chapter 8: Reviewing Talent Management
- Executive Summary
- Section A: Assessing the Implications
- Section B: Refreshing the Focus
- Section C: Evaluating Emerging Practices
- Section D: Setting a Talent Agenda
- Section E: Overview - Ongoing Talent Challenges
- Key Learning Points
- Case Study: ST Microelectronics
- Appendix 1 - Survey Results
- Appendix 2 - Listings
- References
- Index
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