The Manager’s Guide to Maximizing Employee Potential: Quick and Easy Strategies to Develop Talent Every Day | by William J. Rothwell | 2010 | ISBN: 9780814414309. Talent Management. How to attract, cultivate, and retain the most productive talent. Training and Developing Talented People
The Manager’s Guide to Maximizing Employee Potential: Quick and Easy Strategies to Develop Talent Every Day
by William J. Rothwell
2010 (271 pages)
ISBN:9780814414309
Explaining why managers must take the lead in attracting, cultivating, and retaining the most productive, promotable people, this indispensable guide features real-world examples and provides the practical skills they need to do it…every day.
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The Manager’s Guide to Maximizing Employee Potential—Quick and Easy Strategies to Develop Talent Every Day
Preface
Advance Organizer – What Do You as a Manager Do on a Daily Basis to Support Talent Management?
Chapter 1 – The Importance of Talent Management
Defining Talent Management and Other Relevant Terms
How to Manage Talent
Why the Manager’s Daily Involvement Is Critically Important in Talent Management
The Manager’s Daily Responsibilities in Managing Personal Expectations
Application Questions
Chapter 2 – Identifying and Grooming a Replacement
Replacement Planning Defined
The Importance of Replacement Planning
Identifying Back Ups for the Short Term and Long Term
How Should You Manage Communication about Replacements?
How Can You Act on the Information You Obtain from Replacement Charting?
Grooming a Replacement
Avoiding Common Mistakes in Identifying and Grooming a Replacement
The Manager’s Daily Role in Modeling Values and Ethics
Application Questions
Chapter 3 – Assessing Individual Potential
What Not to Do When Assessing Potential
Assessing Potential on a Daily Basis
Application Questions
Chapter 4 – Recruiting and Selecting Talented People
The Recruiting and Selection Process
Steps in the Process
What Should the HR Department Do to Recruit and Select Talented People for the Organization?
What Should Managers Do in Recruiting and Selecting Talented People for the Organization?
Application Questions
Chapter 5 – Training and Developing Talented People
Overview
What the HR Department Should Do to Train and Develop Talented People for the Organization
What Managers Should Do to Train and Develop Talented People for the Organization
How Managers Should Train and Develop Workers
Application Questions
Chapter 6 – Encouraging Career Planning and Offering Career Counseling
What the HR Department Should Do to Encourage Individuals to Take Charge of Their Careers
How Managers Can Encourage Individuals to Plan Their Careers
How the HR Department Can Help with Career Counseling
How Managers Can Help Individuals with Career Counseling
Application Questions
Chapter 7 – Performance and Development Coaching
What Is Coaching, and Why Is Coaching Important for Managers in Managing Talent?
Defining Performance Coaching and Development Coaching
A Step-by-Step Model to Guide Daily Coaching
Application Questions
Chapter 8 – Appraising Workers and Providing Daily Feedback
Performance Management
How Are Performance Appraisals and Performance Management Related to Talent Management?
How Is Performance Appraisal Carried out on a Daily Basis?
How Is Performance Management or Appraisal Carried out More Formally on an Annual Basis?
What Is Meant by “Providing Daily Feedback?”
What Step-by-Step Model Can Guide the Daily Process of Providing Feedback?
Application Questions
Chapter 9 – Managing High Potentials, High Performers, and High Professionals
What Is a High Potential (Hipo), and Why Are High Potentials Important to Talent Management Programs?
What Is a High Performer (HiPer), and Why Are High Performers Important to Talent Management Programs?
What Is a High Professional (HiPro), and Why Are High Professionals Important to Talent Management Programs?
What Managers Should Do on a Daily Basis in Managing High Potentials, High Performers, and High Professionals
Application Questions
Chapter 10 – Transferring Knowledge and Professional Contacts
Knowledge Transfer Defined
Tips to Guide Informal Knowledge Transfer
Twelve Practical Strategies Can Be Used to Transfer Knowledge
A Step-by-Step Model to Guide Knowledge Transfer
Identifying and Overcoming Barriers to Knowledge Transfer
Defining Social Relationship Transfer
Methods to Preserve Social Contacts As Workers Prepare to Retire
Application Questions
Chapter 11 – Retaining Talent
Overview
Defining Retention and Turnover
How to Hold Down the Turnover of Talented People
What Managers Should Do to Encourage Retention
Application Questions
Notes
Chapter 12 – Working with Diverse People
The Importance of Diversity
How Managers Should Work with Diverse People
How Can Managers Effectively Bring Out the Best in People, Leveraging Their Strengths While Also Building Their Competencies for the Future?
Application Questions
Note
Chapter 13 – Corrective Action and Decruiting
Overview
Defining Corrective Action and Decruitment
Typical Reasons for Corrective Action And Decruitment
How Corrective Action Should Be Carried Out
How Decruitment Should Be Handled
Application Questions
Note
Chapter 14 – Self-Development
Defining Self-Development
The Importance of Self-Development
How to Carry out Self-Development
Presenting a Role Model for Self-Development on a Daily Basis
Application Questions
Appendix I – Frequently Asked Questions About Talent Management
Question 1: Why Is Talent Management Important Now?
Question 2: What Are Some Key Trends Affecting Talent Management?
Question 3: What Framework Should The Organization Establish To Support Talent Management In An Organization?
Question 4: What Roles in Talent Management Should be Played by the Organization’s CEO, Top Managers, Middle and Front-Line Managers, Hr Department, and Individuals?
Notes
Appendix II – A Daily Calendar for the Manager in Talent Management
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7 Stages of Working Life. Career Planning and Occupational Awareness Tips for Career Success.
Career Planning
Having located potential work, you then need to market yourself and negotiate terms. Once in the job, you will be required to work on many levels, possibly handling a variety of tasks simultaneously. Learn to see every potential work situation as a market. Find new ways to exploit your skills, knowledge, and experience, and learn how to take advantage of opportunities to sell yourself.
Core workers are expected to have a wide range of skills including leadership, managerial, development, professional, and technical abilities.
If you want to get the maximum return from your networking, you need to give a high profile to your transferable skills.
You need to be able to work without a clear job description and to prepare yourself for short-term employment.
To stay in work you will need to constantly demonstrate your value to the organization in each new situation.
Your place within a new company is as the supplier, fulfilling a need to the customer (the employer).
In order to maintain a productive and financially rewarding working life, you will need job-specific skills plus job-search skills—and you are responsible for acquiring them.
|
Life-Stage |
Age |
Events |
| Pulling up roots |
18–22 |
Leaving the nest, flexing the wings to express individuality. |
| Early adulthood |
22–28 |
First commitments to adult responsibilities, trying out parental rules in the world. |
| Transition |
28–32 |
Re-examination of parental rules, reassessment of current relationships and career, challenges to our old ways of thinking, more long-term planning beginning to occur. |
| Consolidation |
32–39 |
Seeking to become established, the beginning of feeling pressured by time, making long-term goals based on our true individuality and not family expectations. |
| Metamorphosis |
39–45 |
Facing the chasm between ideals and reality, new career, new relationships, breaking away. |
| Stabilization |
45–55 |
Increased stability, following changes. |
| Mellowing |
55– |
Achievement losing potency in the face of increased self-satisfaction and inner peace with self. |
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