The Talent Management Handbook: Creating a Sustainable Competitive Advantage by Selecting, Developing, and Promoting the Best People, Second Edition | by Lance A. Berger and Dorothy R. Berger | 2011 | ISBN: 9780071739054.
Friday, September 30th, 2011The Talent Management Handbook: Creating a Sustainable Competitive Advantage by Selecting, Developing, and Promoting the Best People, Second Edition
by Lance A. Berger and Dorothy R. Berger
2011 (576 pages)
ISBN:9780071739054
Filled with key insights from renowned HR thought leaders and CEOs, this definitive all-in-one guide is designed to help you place the best people in the most critical jobs to assemble the building blocks of organizational excellence and create value–one person at a time.
The Talent Management Handbook—Creating a Sustainable Competitive Advantage by Selecting, Developing, and Promoting the Best People, Second Edition
Preface
Contributors
Part I – Creating a Talent Management Program for Organization Excellence
Chapter 1 – Designing and Assembling the Building Blocks for Organization Excellence: The Talent Management Model
Talent Creed
Talent Strategy
Cultivate the Superkeeper™
Retain Key Position Backups
Allocate TREADs Appropriately
Talent Management System
Summary
Chapter 2 – Formulating Competencies
How to Derail Your Company by Ignoring Competencies
Using Competency Models
Warning: Competencies Could Also Be Bad for Your Company
Commonly Available Models
Building a Model for a Critical Role
Building Models for Job Families
Behavioral Benchmarking
Competency Models Underpin HR Systems and Processes
Conclusion
References
Chapter 3 – Fundamentals of Competency Modeling
Case Study
Summary
References
Chapter 4 – Creating the Workforce of the Future: Projecting and Utilizing New Competencies
Introduction
Organizational Transitions with Varying Implications for Talent and Competencies
Synthesis—Becoming an Executive or Senior Professional
Common Executive Pitfalls
Summary and Implications
References
Chapter 5 – Designing a Performance Appraisal for Driving Organization Success
Behavior and Results
The Behavioral Dimension
Job Family Competencies
Results
Big Rocks
Are These Valid Performance Measures?
Projects and Goals
The Missing Piece
How to Create the Ideal Performance Management System
So Why Does Performance Appraisal Go Wrong?
The Infinite Capacity for Self-Delusion
Finally—Why Bother?
References
Chapter 6 – Performance Measurement for All Employees
Common Measurement Mistake #1:Too Many Team Metrics
Common Measurement Mistake #2: Superstitious Process or Behavior Measures
Common Measurement Mistake #3: Infrequent Measurement
Common Measurement Mistake #4: Metrics That Cannot Be Influenced or Controlled
Common Measurement Mistake #5: Failing to Weigh the Importance of Metrics
Best Practice #1: Select a Reasonable Number of Metrics
Best Practice #2: Develop Meaningful Process Metrics by Studying Master Performers
Best Practice #3: Use Technology to Provide Frequent Feedback
Best Practice #4: Set Targets Realistically and Use Comparative Data
Best Practice #5: Link Metrics at All Levels
Summary and Conclusions
Chapter 7 – Conducting Performance Reviews That Improve the Quality of Your Talent Base
Improving Performance Reviews through Better Conversations
Executing a Better Performance Review Process
Effective Performance Management
Leadership Support
Making the EPM Process Work
Using Performance Reviews and EPM Effectively
Chapter 8 – Appraising Executive Talent
Executive Categories
The Official Word on Executive Performance Appraisal Guidelines
Developing Executive Evaluation Criteria
Executive Performance Measures
Executive Performance Evaluation Process
Delivery of the Evaluation
Outcomes of the Performance Appraisal
In Conclusion
References
Chapter 9 – Selecting the Right Performance Appraisal
Choice of Appraisal System
Designing a Performance Appraisal Program
Choice of Appraiser
Method of Measurement
Trait-Based Performance Appraisal Process
Behavior-Based Performance Appraisal Process
Knowledge/Skills-Based Performance Appraisal Process
Results-Based Performance Appraisal Process
Measurement of Results
Comparison of Types of Results Measures
Developing Results Measures
Results-Based Performance Appraisal Process
Appendix A Performance Appraisal Diagnostic
Appendix B Sample Measures of Performance
Appendix C Illustrative Results-Based Performance Enhancement Program
Chapter 10 – Improving Performance through the Employee Value Exchange
How We Got Here
Beyond the EVP—the EVE
Southwest Airlines
The Expectations-to-Rewards Ratio
Attributes of High-Performance Cultures
Creating an Effective EVE
Beyond the One-Sided EVP
References
Chapter 11 – Integrating Succession Planning and Career Planning
Defining Special Terms
Reasons for Growing Interest in Succession Planning and Career Planning
Why and How Succession Planning and Career Planning Programs Should and Can Be Integrated
Best Practices in Succession Planning and Career Planning Programs
Determine When Succession Planning and Career Planning Are Appropriate Strategies
Recruit and Select Talent to Meet Present/Future Needs
References
Chapter 12 – Determining Every Employee’s Potential for Growth
How Organizations Typically Spotted Talent in the Past
Why Every Employee Needs to Show Capacity for Growth
Spotting Talent Early
Successful Leaders are not Perfect but they Do Need to Display Attributes in Each of the Critical Areas
Crystal Ball 1: How do High Potential Leaders Set Their Business Agenda?
Crystal Ball 2: How do high potential leaders take others with them?
Crystal Ball 3: How do High Potential Leaders Present Themselves as Leaders?
Some Methods Companies Are Using To Select Their Leaders
Conclusion: Creating Crystal-Clear Assessments
References
Chapter 13 – Designing a Succession Planning Program
Step One: Identify Your Talent Management Business Goals
Step Two: Establish Metrics and Baseline Data
Step Three: Develop Your Scope, Criteria, Definitions, and Policies
Step Four: Creating Tools for Assessment and Successor Tracking
Step Five: Communicate and Launch! You Cannot Communicate Too Much!
Ready to Go!
Chapter 14 – Practical Discussions for Sweet Success
Playing Four Dimensional Chess
Recognize What Is Set in Motion
Get the Time Right
Enable the Influencers
Watch What Happens in the Room
Watch What Happens Out of the Room
Using Reviews to Share Talent
Afterwards, Do You Tell?
Conclusion: Memo for the Meeting
Chapter 15 – Career Development: Encompassing All Employees
The Changing Face of Career Development
The Tie That Binds: Career Development Links to Succession Planning
A New Model for Career Development
The Organization
The Manager
The Employee
An Important HR Role
The Opportunity Environment
Generating Buy-In
The Challenge
Chapter 16 – CEO Succession Planning
Prepare for Transition
Choosing the Successor
Coach the Successor
Pass the Baton
References
Chapter 17 – Ensuring CEO Succession Agility in the Boardroom
1. CEO Succession Planning Is a Process, Not an Event
2. CEO Succession Is a Strategic Move
3. Assess Character and Fit
4. Foster an Abundance of Candidates
5. Ensure That the CEO Is Leading the Process
6. Create Leadership Development Plans to Groom Internal Candidates
7. Ensure the Board Knows Personally Key Candidates
8. Know the Outsiders
9. Have a Clear, Disciplined, Data-Driven Process
10. Ensure the Retiring CEO Onboards the New CEO
Conclusion
References
Part II – Formulating Coaching, Training, and Development Approaches that Drive Talent Management Processes
Chapter 18 – Training and Development: A New Context for Learning and Performance
T&D Responsibility #1:Target Learning and Development Efforts
T&D Responsibility #2: Manage Content Development and Administration
T&D Responsibility #3: Deliver Learning Content Efficiently
Training and Development Responsibility #4: Assess the Value Proposition of T&D Efforts
T&D Success at Baker Hughes
Conclusion
References
Chapter 19 – Developing Your Workforce: Measurement Makes a Difference
Introduction
A Strategic Accountability Approach
Balanced Scorecard
References
Chapter 20 – Developing Top Talent: Guiding Principles, Methodology, and Practices Considerations
Catalytic Experience 1
Catalytic Experience 2
Guiding Principles
Methodology
Practice Considerations
Implications for the Future
Conclusion
References
Chapter 21 – Coaching for Sustained, Desired Change: Building Relationships and Talent
Coaching to the PEA versus to the NEA
A Process for Coaching to Achieve Sustained, Desired Change
Physiological Implications:The Experience of the Positive and Negative Emotional Attractors
Emotional Contagion and Relational Arousal
Conclusion
References
Chapter 22 – Developing Leadership Competencies through 360-Degree Feedback and Coaching
The 360-Degree Feedback Process
Evaluating Potential
Competencies
Bridging the Leadership Gap
Coaching and Development
Facilitating the Coaching Session
Steps for Ensuring a Successful Coaching Session
Summary
References
Chapter 23 – Using 360-Degree Feedback for Talent Development
Current Considerations for 360-Degree Feedback Assessments
Trends Impacting the Use of 360-Degree Feedback
Selecting the Feedback Instrument
Making the Instrument Work with Your People
Delivering the Feedback
Making the Most of Follow-up Activities
Case Study: Using the 360-Degree as a Before and After Assessment of a Development Program
Case Study: How 360-Degree Feedback Was Used to Develop Coaching Capabilities
Chapter 24 – Coaching Leaders for Corporate Social Responsibility
Preparing for Coaching
Engaging in Coaching
Part I. Project Kickoff
Part II. Introduction
Part III. Research and Benchmarking
Part IV. Initiatives Platform
V. Communication Strategy
VI. Implementation
VII. Maintenance
Coaching Phase II: Select learning priorities and agree on specific action learning goals (ongoing coaching over many weeks or months).
Coaching Phase III: Use real business issues and challenges to fine-tune the leader’s ability to successfully implement the CSR strategy.
Coaching Phase IV: Continually stretch and expand the skills of the leader to move the organization toward emerging CSR goals (begins midway and continues through the coaching transition).
Coaching Phase V: Coaching Transition
Conclusion
Chapter 25 – Integrating Coaching, Training, and Development with Talent Management
Introduction
Creating a Learning and Development Plan for Talented Individuals
Coaching
Conclusion
Part III – Making Compensation an Integral Part of Your Talent Management Program
Chapter 26 – Driving Success through Differentiation: Compensation and Talent Management
Defining a Model for Differentiation: Start with the Jobs
Do You Want the Market to Determine Who Is Most Valuable to Your Business?
Defining a Model for Differentiation: Segment the Talent
The Employment Value Proposition
Building an Effective Compensation Foundation
Identify and Reward
It’s Not Only about Administration
The Reward-Performance Challenge
Conclusion and Key Points to Remember
References
Chapter 27 – Rewarding Your Top Talent
Total Rewards
Return on Investment
Promoting High Levels of Employee Engagement
Where the Rubber Meets the Road
Help Me Help You
Further Enabling Employees to Succeed
Bottom Line
References
Chapter 28 – Using Long-Term Incentives to Retain Top Talent
The Big Picture
Role and Types of Long-Term Incentives
Key Issues to Consider
The Bottom Line
Chapter 29 – Fostering Employee Involvement and Engagement through Compensation and Benefits
What Is Employee Involvement?
What Is Employee Engagement?
Relationship between Employee Involvement and Employee Engagement
Employee Engagement and Business Outcomes
Why Rewards Matter to Employee Involvement and Engagement
Impact of Rewards on Involvement, Engagement, and Organizational Outcomes
Conclusion
References
Part IV – Using Talent Management Processes to Drive Cultures of Excellence
Chapter 30 – Establishing a Talent Management Culture
The Talent Management Adoption Model
Step 1: Enterprise Leader’s Talent Mind-Set
Step 2: The Division Leader’s Talent Mind-Set
Step 3: Process Building
Step 4: Strengthening Organizational Commitment through a Guiding Coalition
Step 5: The Manager as Talent Leader
Step 6: The Employee as Initiator of Talent and Career Development
The New Talent Management “Academy Companies”
Summary
References
Chapter 31 – Linking Culture and Talent Management
Defining Culture and Talent
Defining Talent
Linking the Satir Culture Model and the Authentic Organization Talent Model
The Five Stages of Culture Change
New Leaders
Conclusion
References
Chapter 32 – Creating a Culture of Success: What Every CEO Needs to Know
Building an Exceptional Workforce
Five Key Components of an Integrated Talent Management Plan
Creating a Culture of Success
Chapter 33 – Using Onboarding as A Talent Management Tool
What Is Onboarding?
Why Is It Important to Get Onboarding Right?
Benefits of Upgrading the Onboarding Process
Guiding Onboarding Principles
11: Questions to Guide Your Onboarding Process
Summary
References
Chapter 34 – Employee Engagement and Talent Management
Synopsis
Engagement Matters
The Engagement Challenge
The Drivers of Engagement
A Broad Systemic Approach
Group Drivers of Engagement
Individual Drivers of Engagement
Best-Practice Recommendations
Promote Wellness in the Workplace.
Provide Career Development Opportunities
Make Engagement a Leadership Priority.
Create an Engagement Culture
Stress Effective Communication
Conclusion
Chapter 35 – Crafting a Culture of Creativity and Innovation
Industry Concern Point 1: Creativity versus Innovation
Best Practice Notes: Creativity versus Innovation
Industry Concern 2: Characteristics of Creative Individuals
Best Practice Notes: Characteristics of Creative Individuals
Industry Concern 3: Importance of Building an Innovation Process
Best Practice Notes: Importance of Building an Innovation Process
Industry Concern 4: Compensation and Motivation Issues for Creative Employees
Industry Concern 5: Low Tolerance for Failure in the Workplace
Conclusion
Appendix A Tools and Techniques for Enhancing Creativity
References
Chapter 36 – Building A Sustainability Culture through Employee Engagement
Defining and Measuring Well-Being
Changing Employee Perspectives
The Critical Role of Local Performance Support
Creating Sustainable High Performance
Chapter 37 – Unleashing Talent in Service of a Sustainable Future
Introduction
Defining Sustainability in the Context of Global Human and Ecological Imperatives
Why Integrate Sustainability into Talent Management: Moral Responsibility
Making It Happen: Principles, Frameworks, and Tools for Integrating Sustainability into Your Talent Management Systems and Processes
Guiding Principles for Integrating Sustainability into Talent Management
Leadership Development
Performance Management
Frameworks for Engaging Top Talent in Building a Sustainable Enterprise
Key Tools for Integrating Sustainability into Your Talent Management Systems and Processes
Next Steps for a New Century: All Hands on Deck
References
Chapter 38 – The Role of Ethics in Talent Management: How Organizations Ought to Behave
Whose Ethical Values Should We Follow?
Are Business Ethics Any Different from General Ethics?
Can Ethics Be Taught?
Should Business Leaders Teach Ethics to Their Followers?
How Can We Go beyond Talking the Talk?
Summary
References
Chapter 39 – Collaboration: Getting the Most Out of Informal Connections
Defining Collaboration
Four Types of Collaboration
Fostering Collaboration
Seeing Collaboration in Action
Progressive Collaboration
Remedial Collaboration
Self-Organizing Collaboration
Conclusion
Chapter 40 – Creating Competitive Advantage through Cultural Dexterity
Cultural Dexterity—Key to a Company’s Future Success
The Talent Pipeline—A Key Area of Focus
Keeping Up the Momentum
Morale—A Key Factor in Employee Retention, Particularly after a Riff
Diversity—A Talent Management Issue
Diversity? Inclusion? Is There a Difference?
Diversity + Inclusion = Cultural Dexterity
What This Means to Your Business
Bottom Line
References
Chapter 41 – Building a Reservoir of High-Performance and High-Potential Women
Preface
Loss of Senior Talent
The Business Case
What the Research Shows
Diversity in Practice
Strategies and Guidelines
Organizational Guidelines Checklist
Women’s Guidelines Checklist
Summary
References
Part V – Using Talent Analysis and Planning Techniques to Enhance Your Talent Management Program
Chapter 42 – Multiplying Talent for High Performance
Talent and High Performance
What Talent Multiplication Looks Like
The Power of Multiplication
From Stellar Players to Stellar Organizations
How Talent Multiplication Creates Value
Expanding Value Creation Opportunities: UPS and Google
Building a Distinctive Capability in Multiplying Talent
Putting It All Together
References
Chapter 43 – Workforce Planning: Connecting Business Strategy to Talent Strategy
What Does Workforce Planning Really Mean?
A Look at Workforce Planning Maturity
Building a Workforce Planning Capability
Worth the Effort
Chapter 44 – Using Workforce Planning as Part of a Talent Management Program
The Evolution of Workforce Planning
Five Steps to SWP
Step One:Translate Business Strategy into Organizational Capabilities
Step Two:Determine the Talent Needed to Deliver on Organizational Capabilities
Step Three:Confirm Current Talent Needs and Future Talent Forecasts
Step Four:Conduct Talent Gap Analysis for Current and Future States
Step Five:Identify Actions and Investments to Close Current and Future Talent Gaps
The Future Landscape of Talent Management and Workforce Optimization
Chapter 45 – New Tools for Talent Management: The Age of Analytics
The Analytics Value Curve
Using Analytics to Drive Strategy
Critical Talent Segments
Critical Operational Roles
Leadership Requirements
Performance Requirements
Understanding the Employee Value Proposition
Talent Strategy and Human Capital Dashboards
Conclusion
Chapter 46 – The Role of Line Managers in Talent Planning
The Changing Role of Line Managers in Managing Talent
Line Managers’Talent Management Issues
The Role of Human Resources
Summary
Chapter 47 – Making Recruitment Part of Your Talent Management Process
The What and Why of the Recruitment Challenge
Recruitment as Strategy: A Proactive Approach
Today’s Corporations “Get It” Regarding Recruitment
“Executive Recruiting Isn’t a Priority Here” Syndrome
“Executive Recruiting Isn’t a Priority Here” Syndrome—Version Two
Recruitment as Strategy—Some Key Dos and Don’ts
Current Trends That Make Executive Recruiting Even Tougher Going Forward
Conclusion
Chapter 48 – Making Outplacement Part of Your Talent Strategy
Outplacement’s Role in Business
Why Companies Use Outplacement
Outplacement Needs Change Over Time
Best Practice for Making Outplacement Part of Your Talent Plan
Conclusion
Chapter 49 – Developing Talent Management Information Systems
Factors for Developing Talent Management Information Systems
Talent Information Systems
Integrating Information Systems
Developing Your Information System Strategy
Chapter 50 – Implementing an Automated Talent Management System
1. Getting Started: Isolate Your Biggest Exposure … or Opportunity
2. Build Executive Advocates and Infrastructure
3. Assess Risk and Create a Pilot Project
4. Choose a Technology That Works for Your Company
5. Apply Implementation Methodology
Implementation Review: Dos and Don’ts
6. Communicating to Drive Long-Term Value
Conclusion
Part VI – Innovative Thinking that Can Shape Your Organization’s Approach to Talent Management
Chapter 51 – Rethinking Talent Management Using a People Equity Framework
The Talent Context
In Search of Value
Three Powerful Factors
Implications for Talent Management
Chapter 52 – Marshalling Talent: A Collaborative Approach to Talent Management
Introduction
Metaphor for Talent
Conclusion
References
Chapter 53 – The Global State of Talent Management
The New Global Context
The Global Drivers
Global Cultures, Policies, and Regulations
The Global Dilemma: Standardization versus Localization
Global Talent Practices
Conclusion
References
Chapter 54 – A Model for Talent Manager Excellence
Defining Talent Management
The TM 4 + 2 Capability Model
The Core Four
The Differentiating Two
Conclusion
Chapter 55 – Talent Management Leadership in Government
Introduction
Talent Management Leadership in Government
Conclusions
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