You are previewing Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop, and Retain Top Talent.
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Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop, and Retain Top Talent

Book Description

Praise for Best Practices in Talent Management

"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 all—from thought leadership to real-world practice."

Patrick Carmichael

head of talent management, refining, marketing, and international operations, Saudi Aramco

"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."

Beverly Kaye

Founder/CEO: Career Systems International and Co-Author, Love 'Em or Lose 'Em

"This is a must read for organization leaders and HR practitioners who cope with the today's most critical business challenge—talent 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!"

Dale Halm

Organization Development Program Manager, Arizona Public Service ?

"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."

Doris Sims

Author, Building Tomorrow's Talent

"A must read for all managers who wish to implement a best practice talent management program within their organization"

Fariborz Ghadar

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

Table of Contents

  1. Praise
  2. About This Book
  3. Title Page
  4. Copyright Page
  5. Dedication
  6. Introduction
    1. THE ENTERPRISES
    2. THE BEST PRACTICE INSTITUTE SIX-PHASE SYSTEM TO TALENT MANAGEMENT
    3. CONCLUSION
  7. Acknowledgements
  8. HOW TO USE THIS BOOK
    1. PRACTICAL APPLICATION
    2. BENCHMARKING, APPLICATION, AND CUSTOMIZATION OF TALENT DEVELOPMENT/MANAGEMENT ...
  9. CHAPTER 1 - AVON PRODUCTS, INC.
    1. INTRODUCTION
    2. A SUCCESS-DRIVEN CHALLENGE
    3. THE TURNAROUND
    4. THE TALENT CHALLENGE
    5. EXECUTE ON THE “WHAT,” DIFFERENTIATE WITH “HOW”
    6. FROM OPAQUE TO TRANSPARENT
    7. FROM COMPLEX TO SIMPLE
    8. FROM EGALITARIAN TO DIFFERENTIATED
    9. FROM EPISODIC TO DISCIPLINED
    10. FROM EMOTIONAL TO FACTUAL
    11. FROM MEANINGLESS TO CONSEQUENTIAL
    12. THE RESULTS OF A TALENT TURNAROUND
    13. MEASURING THE TALENT TURNAROUND’S SUCCESS
    14. REFERENCES
  10. CHAPTER 2 - BANK OF AMERICA
    1. INTRODUCTION
    2. LEADERSHIP DEVELOPMENT ACTIVITIES FOR EXECUTIVE LEADERS
    3. LESSONS FOR DESIGNING ON-BOARDING FOR EXECUTIVE LEADERS
    4. REFERENCES
  11. CHAPTER 3 - CORNING INCORPORATED
    1. INTRODUCTION
    2. THE BUSINESS CASE FOR THE ACCELERATED DEVELOPMENT OF CORNING PROGRAM MANAGERS
    3. THE DESIGN FLOW: TWO WEEKS OF EXPERIENTIAL LEARNING WITH AN INTERIM PERIOD OF ...
    4. OUTCOMES AND NEXT STEPS FOR GROWING THE TALENT PIPELINE OF PROGRAM LEADERS
    5. NEXT STEPS
    6. REFERENCES
  12. CHAPTER 4 - CUSTOMER AND ENTERPRISE SERVICES (CES) DIVISION OF A FORTUNE 100 ORGANIZATION
    1. BUSINESS BACKGROUND AND CHALLENGES
    2. THE ROOTS OF THE CES TRANSFORMATION: LEADERSHIP AND PROCESS
    3. DIAGNOSING AND DESIGNING THE WHOLE SYSTEM TRANSFORMATION: THE LEADERSHIP ...
    4. IMPLEMENTING THE WHOLE SYSTEM TRANSFORMATION: THE WAVES
    5. SUPPORTING AND REINFORCING THE WHOLE SYSTEM TRANSFORMATION
    6. EVALUATION OF THE CES WHOLE SYSTEM TRANSFORMATION
    7. NOTES
  13. CHAPTER 5 - ECOLAB, INC.
    1. INTRODUCTION
    2. COMPANY BACKGROUND
    3. ECOLAB’S 2002-2007 STRATEGIC PLAN
    4. CULTURE IS CRITICAL
    5. ECOLAB’S TALENT MANAGEMENT PHILOSOPHY
    6. THE ECOLAB TALENT PIPELINE
    7. THE IMPORTANCE OF INDIVIDUAL DEVELOPMENT
    8. INTRODUCING THE TALENT PIPELINE MODEL AT ECOLAB
    9. SUPPORTING SUCCESSFUL IMPLEMENTATION
    10. KEEPING THE PIPELINE FULL
    11. RESULTS
    12. CONCLUSION
    13. REFERENCES
  14. CHAPTER 6 - GE MONEY AMERICAS
    1. INTRODUCTION
    2. COMPANY BACKGROUND AND ENVIRONMENT
    3. THE CHALLENGE AND APPROACH
    4. THE TECHNOLOGY
    5. STRATEGY FOR SOURCING
    6. LEAN METHODOLOGIES
    7. EXPANSION
    8. CONCLUSION
  15. CHAPTER 7 - INTERNAL REVENUE SERVICE
    1. INTRODUCTION
    2. COMPANY BACKGROUND AND CURRENT LEADERSHIP ENVIRONMENT
    3. THE 21ST CENTURY IRS
    4. LEADERSHIP SUCCESSION PLANNING—THE CHALLENGES
    5. LSR WEBSITE AND INFRASTRUCTURE
    6. RESULTS
    7. INDICATORS OF SUCCESS
    8. EVALUATION
    9. NEXT STEPS
    10. CONCLUSION
    11. NOTES
  16. CHAPTER 8 - KAISER PERMANENTE COLORADO REGION
    1. INTRODUCTION
    2. DESIGN
    3. PROCESS
    4. IMPLEMENTATION
    5. SUPPORT AND REINFORCE
    6. EVALUATION
    7. NEXT STEPS
    8. CONCLUSION
    9. REFERENCES
  17. CHAPTER 9 - MCDONALD’S
    1. CONTEXT FOR GLOBAL TALENT MANAGEMENT INITIATIVES
    2. EVOLUTION OF THE TALENT MANAGEMENT SYSTEM: KEY INITIATIVES AND ENHANCEMENTS
    3. OVERALL SUMMARY
  18. CHAPTER 10 - MICROSOFT CORPORATION
    1. INTRODUCTION
    2. WHAT LED MICROSOFT SMSG TO MAKE THE CHANGE
    3. EXPO LEADERS BUILDING LEADERS—THE NEW HIGH-POTENTIAL DEVELOPMENT EXPERIENCE
    4. THE PROCESS OF REDESIGNING THE HIGH-POTENTIAL DEVELOPMENT EXPERIENCE
    5. COACHING AS A PRIMARY DEVELOPMENT COMPONENT FOR HIPO DEVELOPMENT IN SMSG
    6. LEARNING CIRCLES AS A PRIMARY DEVELOPMENT COMPONENT FOR HIPO DEVELOPMENT IN SMSG
    7. CONCLUSION
    8. REFERENCES
  19. CHAPTER 11 - MURRAY & ROBERTS LIMITED
    1. INTRODUCTION
    2. DESIGN AND ALIGNMENT
    3. IMPLEMENTATION
    4. EVALUATION
    5. SUMMARY - What Happens Next?
    6. RESOURCE
  20. CHAPTER 12 - PORTER NOVELLI
    1. INTRODUCTION
    2. PROGRAM IMPLEMENTATION
    3. PERFORMANCE MANAGEMENT SYSTEM DEVELOPMENT
    4. EVALUATION
    5. REFERENCE
  21. CHAPTER 13 - SOUTHERN COMPANY
    1. INTRODUCTION
    2. BACKGROUND
    3. INITIAL IMPROVEMENTS
    4. THE LEADERSHIP ACTION COUNCIL
    5. COMPETENCY MODEL
    6. LEADERSHIP ASSESSMENT
    7. SUCCESSION PLANNING
    8. LEADERSHIP DATABASE
    9. DEVELOPMENT ACTIVITIES
    10. EVALUATION AND LESSONS LEARNED
    11. REFERENCE
  22. CHAPTER 14 - WHIRLPOOL CORPORATION
    1. INTRODUCTION
    2. THE BUSINESS CHALLENGE
    3. DESIGN AND APPROACH
    4. EVALUATION
    5. NEXT STEPS
    6. SUMMARY
    7. NOTE
  23. CONCLUSION
  24. EPILOGUE
  25. INDEX
  26. ABOUT BEST PRACTICE INSTITUTE
  27. ABOUT THE EDITORS