Talent Management Financial Times Briefing

by Hoare, Stephen; Leigh, Andrew

• ISBN13: 9780273736394
• ISBN10: 0273736396
• Edition: 1st
• Format: Paperback
• Copyright: 2011-04-04
• Publisher: FT Press

Summary

Create and execute your optimal talent management strategy: actionable principles, behaviors, and actions for senior business leaders. World-class, results-focused guidance for attracting, developing, and retaining great talent--straight from the Financial Times' global business experts! What senior managers need to know, ask, measure, and do to get the results they want. Logically organized, modular, and concise: more high-value talent management guidance in fewer pages than any other book!Financial Times Briefing: Talent Management is the most concise, up-to-date, and actionable guide To The principles, behaviors and actions of talent management. Written specifically for senior managers and executives, it offers powerful, practical, accessible, start-to-finish guidance for attracting, developing, and retaining the world's best talent. Like all books in the Financial Times Briefings series, this book distills results focused information on pressing issues that require dramatic, measurable performance improvements. it follows a clear, logical, modular structure, telling senior managers exactly what they need to know, ask, measure, and do to get results. Drawing on input from an expert panel of global talent management leaders, The authors cover all this, and more: Understanding the challenges, opportunities, risks and rewards associated with talent management. Making the business case. Mastering core talent management principles and best practices. Measuring your performance. Talking about talent more effectively. Tailoring your approach to your organization. Clarifying your executive role in career and personal development planning, mobility, and coaching. Avoiding pitfalls related to compensation and other issues .

Author Biography

Stephen Hoare is a regular contributor to The Guardian , Human Resources magazine, Talent Management Review and writes special reports on careers and MBAs for the Times. As a consultant on communication he has worked with a number of business schools including Cass, Cranfield, and RSM Erasmus University.  Andrew Leigh is a former business feature writer from The Observer, Director of Maynard Leigh Associates and author of books, including, The Charisma Effect (Pearson Education 2008) and Secrets of Success in Management (Pearson Education 2008).

Table of Contents

Acknowledgements	p. vii
In brief	p. 1
Executive summary	p. 3
Introduction	p. 5
Why should you read this book?	p. 9
What is talent management?	p. 11
Introduction	p. 13
Developing a strategy	p. 14
The war for talent	p. 15
Context	p. 16
External context	p. 17
Workforce context	p. 18
Organisational context	p. 22
Employer's context	p. 24
Key terms	p. 25
Conclusion	p. 28
Why talent management?	p. 31
Risks, rewards and tomorrow's reality	p. 33
Strategy	p. 35
Risks	p. 37
Costs	p. 38
Rewards	p. 39
Priorities: tomorrow's reality	p. 42
Actions	p. 43
Who's doing it?	p. 45
Introduction	p. 47
Process	p. 48
Cultural necessity	p. 49
Competitive drive	p. 51
Developmental activity	p. 51
HR activity	p. 52
What do success and failure look like?	p. 53
In practice	p. 57
How to do it: a step-by step guide	p. 59
Introduction	p. 61
Recruit	p. 62
Nurture	p. 68
Retain	p. 70
Demographics	p. 76
How to manage talent	p. 79
Introduction	p. 81
Engagement	p. 81
Engagement drivers	p. 88
VIDI	p. 90
Individual peak performance	p. 94
Removing the obstacles	p. 99
How to measure talent	p. 103
Introduction	p. 105
Measuring your own input	p. 106
Core skills	p. 108
Compliance	p. 109
Competitive advantage	p. 109
Process improvement	p. 109
The Employee Value Proposition	p. 110
Recruiting on values	p. 110
Employee engagement	p. 112
Making sense of development and metrics	p. 114
Metrics in perspective	p. 116
How to talk about talent management	p. 121
Introduction	p. 123
Getting clear on the meaning	p. 123
Different audiences	p. 124
Different approaches	p. 129
Conclusion	p. 134
Intervention	p. 137
Executive Intervention	p. 139
Introduction	p. 141
What are the make or break decisions?	p. 141
When is my intervention needed?	p. 144
What questions should I ask?	p. 146
What levers should I pull?	p. 146
How do we know we've succeeded?	p. 152
In depth	p. 157
Additional resources	p. 159
Articles and reports	p. 161
Weblinks	p. 163
Books	p. 164
Podcasts	p. 164
Software	p. 165
Courses	p. 166
Consultants	p. 166
Index	p. 169
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