Details
Best Practices in Talent Management
How the World's Leading Corporations Manage, Develop, and Retain Top Talent1. Aufl.
95,99 € |
|
Verlag: | Wiley |
Format: | EPUB |
Veröffentl.: | 09.12.2009 |
ISBN/EAN: | 9780470555231 |
Sprache: | englisch |
Anzahl Seiten: | 336 |
DRM-geschütztes eBook, Sie benötigen z.B. Adobe Digital Editions und eine Adobe ID zum Lesen.
Beschreibungen
<p><b><i>Praise for</i> BEST PRACTICES <i>in</i> TALENT MANAGEMENT</b> <p>"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 allfrom thought leadership to real-world practice."<br/> <b>PATRICK CARMICHAEL</b><br/> HEAD OF TALENT MANAGEMENT, REFINING, MARKETING, AND INTERNATIONAL OPERATIONS, SAUDI ARAMCO <p>"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."<br/> <b>BEVERLY KAYE</b><br/> FOUNDER/CEO: CAREER SYSTEMS INTERNATIONAL AND CO-AUTHOR, LOVE 'EM OR LOSE 'EM <p>"This is a must read for organization leaders and HR practitioners who cope with the today's most critical business challengetalent 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!"<br/> <b>DALE HALM</b><br/> ORGANIZATION DEVELOPMENT PROGRAM MANAGER, ARIZONA PUBLIC SERVICE <p>"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."<br/> <b>DORIS SIMS</b><br/> AUTHOR, <i>BUILDING TOMORROW'S TALENT</i> <p>"A must read for all managers who wish to implement a best practice talent management program within their organization"<br/> <b>FARIBORZ GHADAR</b> 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
<p>Introduction, by <i>Louis Carter</i> xiii</p> <p>Acknowledgments xxvii</p> <p>How to Use This Book xxix</p> <p><b>Chapter One: </b><b>Avon Products, Inc. 1<br /></b><i>By Marc Effron</i></p> <p>Introduction 2</p> <p>A Success-Driven Challenge 2</p> <p>The Turnaround 3</p> <p>The Talent Challenge 3</p> <p>Execute on the “What,” Differentiate with “How” 4</p> <p>From Opaque to Transparent 5</p> <p>From Complex to Simple 7</p> <p>From Egalitarian to Differentiated 10</p> <p>From Episodic to Disciplined 11</p> <p>From Emotional to Factual 12</p> <p>From Meaningless to Consequential 13</p> <p>The Results of a Talent Turnaround 14</p> <p>Measuring the Talent Turnaround’s Success 15</p> <p><b>Chapter Two: </b><b>Bank of America 17<br /></b><i>By Brian Fishel and Jay Conger</i></p> <p>Introduction 18</p> <p>Leadership Development Activities for Executive Leaders 21</p> <p>Lessons for Designing On-Boarding for Executive Leaders 32</p> <p><b>Chapter Three: </b><b>Corning Incorporated 36<br /></b><i>By Richard A. O’leary, Gary Jusela, and Heath N. Topper</i></p> <p>Introduction 37</p> <p>The Business Case for the Accelerated Development of Corning Program Managers 40</p> <p>The Design Flow: Two Weeks of Experiential Learning with an Interim Period of Coaching and Mentoring 48</p> <p>Outcomes and Next Steps for Growing the Talent Pipeline of Program Leaders 56</p> <p>Next Steps 57</p> <p><b>Chapter Four: </b><b>Customer and Enterprise Services (CES) Division 60<br /></b><i>By Michael Schecter, John Parker, and Judy Zaucha</i></p> <p>Business Background and Challenges 61</p> <p>The Roots of the CES Transformation: Leadership and Process 62</p> <p>Diagnosing and Designing the Whole System Transformation: The Leadership Alignment Event 68</p> <p>Implementing the Whole System Transformation: The Waves 71</p> <p>Supporting and Reinforcing the Whole System Transformation 77</p> <p>Evaluation of the CES Whole System Transformation 82</p> <p><b>Chapter Five: </b><b>Ecolab, Inc. 84<br /></b><i>By Robert C. Barnett, Michael L. Meyer, Sarah J. Murphy, and Susan M. Metcalf</i></p> <p>Introduction 85</p> <p>Company Background 85</p> <p>Ecolab’s 2002–2007 Strategic Plan 85</p> <p>Culture is Critical 87</p> <p>Ecolab’s Talent Management Philosophy 88</p> <p>The Ecolab Talent Pipeline 90</p> <p>The Importance of Individual Development 90</p> <p>Introducing the Talent Pipeline Model at Ecolab 95</p> <p>Supporting Successful Implementation 95</p> <p>Keeping the Pipeline Full 98</p> <p>Results 100</p> <p>Conclusion 101</p> <p><b>Chapter Six: </b><b>GE Money Americas 103<br /></b><i>By Tammy Grisham and D. Zachary Misko</i></p> <p>Introduction 104</p> <p>Company Background and Environment 104</p> <p>The Challenge and Approach 105</p> <p>The Technology 106</p> <p>Strategy for Sourcing 108</p> <p>LEAN Methodologies 111</p> <p>Expansion 113</p> <p>Conclusion 114</p> <p><b>Chapter Seven: </b><b>Internal Revenue Service 115<br /></b><i>By Susan Clayton, Victoria Baugh, And Mathew J. Ferrero</i></p> <p>Introduction 116</p> <p>Company Background and Current Leadership Environment 116</p> <p>The 21st Century IRS 118</p> <p>Leadership Succession Planning—The Challenges 121</p> <p>LSR Website and Infrastructure 126</p> <p>Results 128</p> <p>Indicators of Success 131</p> <p>Evaluation 132</p> <p>Next Steps 133</p> <p>Conclusion 134</p> <p><b>Chapter Eight: </b><b>Kaiser Permanente Colorado Region 136<br /></b><i>By Margaret Turner</i></p> <p>Introduction 137</p> <p>Design 140</p> <p>Process 142</p> <p>Implementation 150</p> <p>Support and Reinforce 152</p> <p>Evaluation 153</p> <p>Next Steps 153</p> <p>Conclusion 154</p> <p><b>Chapter Nine: </b><b>McDonald’s 155<br /></b><i>By James Intagliata and Neal Kulick</i></p> <p>Context for Global Talent Management Initiatives 156</p> <p>Evolution of the Talent Management System: Key Initiatives and Enhancements 159</p> <p>Overall Summary 175</p> <p><b>Chapter Ten: </b><b>Microsoft Corporation 177<br /></b><i>By Shannon Wallis, Brian O. Underhill, and Carter Mcnamara</i></p> <p>Introduction 178</p> <p>What Led Microsoft SMSG to Make the Change 179</p> <p>Expo Leaders Building Leaders—The New High-Potential Development Experience 179</p> <p>The Process of Redesigning the High-Potential Development Experience 189</p> <p>Coaching as a Primary Development Component for HiPo Development in SMSG 191</p> <p>Learning Circles as a Primary Development Component for HiPo Development in SMSG 199</p> <p>Conclusion 206</p> <p><b>Chapter Eleven: </b><b>Murray & Roberts Limited 208<br /></b><i>By Zelia Soares</i></p> <p>Introduction 209</p> <p>Design and Alignment 214</p> <p>Implementation 220</p> <p>Evaluation 223</p> <p>Summary 224</p> <p><b>Chapter Twelve: </b><b>Porter Novelli 225<br /></b><i>By Greg Waldron</i></p> <p>Introduction 226</p> <p>Program Implementation 231</p> <p>Performance Management System Development 236</p> <p>Evaluation 239</p> <p><b>Chapter Thirteen: </b><b>Southern Company 241<br /></b><i>By Jim Greene</i></p> <p>Introduction 242</p> <p>Background 242</p> <p>Initial Improvements 243</p> <p>The Leadership Action Council 246</p> <p>Competency Model 247</p> <p>Leadership Assessment 248</p> <p>Succession Planning 249</p> <p>Leadership Database 254</p> <p>Development Activities 254</p> <p>Evaluation and Lessons Learned 256</p> <p><b>Chapter Fourteen: </b><b>Whirlpool Corporation 258<br /></b><i>By Kristen Weirick</i></p> <p>Introduction 259</p> <p>The Business Challenge 259</p> <p>Design and Approach 260</p> <p>Evaluation 265</p> <p>Next Steps 266</p> <p>Summary 269</p> <p>Conclusion 271</p> <p>Epilogue, by <i>William J. Rothwell</i> 288</p> <p>Index 295</p> <p>About Best Practice Institute 303</p> <p>About the Editors 305</p>
<p><b>THE AUTHORS</b> <p><b>MARSHALL GOLDSMITH, PH.D.,</b> 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 <i>What Got You Here Won't Get You There</i> was ranked as the #1 best-selling business book by the <i>The New York Times</i> and <i>The Wall Street Journal</i>. For ten years, he served as a member of the Board of the Peter Drucker Foundation. <p><b>LOUIS CARTER</b> 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 <i>Change Champion's Fieldguide</i> and<i> Best Practices in Leadership Development and Change</i>.
<p><b><i>Praise for</i> BEST PRACTICES <i>in</i> TALENT MANAGEMENT</b> <p>"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 allfrom thought leadership to real-world practice."<br/> <b>PATRICK CARMICHAEL</b><br/> HEAD OF TALENT MANAGEMENT, REFINING, MARKETING, AND INTERNATIONAL OPERATIONS, SAUDI ARAMCO <p>"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."<br/> <b>BEVERLY KAYE</b><br/> FOUNDER/CEO: CAREER SYSTEMS INTERNATIONAL AND CO-AUTHOR, LOVE 'EM OR LOSE 'EM <p>"This is a must read for organization leaders and HR practitioners who cope with the today's most critical business challengetalent 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!"<br/> <b>DALE HALM</b><br/> ORGANIZATION DEVELOPMENT PROGRAM MANAGER, ARIZONA PUBLIC SERVICE <p>"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."<br/> <b>DORIS SIMS</b><br/> AUTHOR, <i>BUILDING TOMORROW'S TALENT</i> <p>"A must read for all managers who wish to implement a best practice talent management program within their organization"<br/> <b>FARIBORZ GHADAR</b> 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