You are previewing Coaching Corporate MVPs: Challenging and Developing High-Potential Employees.
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Coaching Corporate MVPs: Challenging and Developing High-Potential Employees

Book Description

"Coaching Corporate MVPs provides a very effective guide for developing this small group of high-impact performers within an organization. It makes a compelling case for a customized approach with coaching at its core, and also provides very practical examples of approaches that have been successful across a wide range of organizations and individual situations." -- David Denison, President and CEO, Canadian Pension Plan Investment Board

"For multinational companies, if you have not identified your MVPs at all levels of leadership and put plans in place to develop and retain them, you will not be able to compete in the future. This book provides a comprehensive framework for understanding the theory and application of a talent management strategy as well as countless global examples of successful companies and their practice. This is a must read for executives, HR professionals or anyone in management involved in ensuring the right people in the right roles have a plan for ongoing coaching and development. If you already have a process in place, this book provides a great way to identify best practice to enable you to take your process to the next level! Enjoy!" -- Emily Lundi Mallett, Director, Global Learning and Organization Effectiveness, Beckman Coulter, Inc.

"The author offers a compelling case to support the organization's MVPs...the 'go-to' people who are every company's most valuable and irreplaceable resources. Her guidance is superb and her examples and cases, excellent." -- Katherine D. Williams, Senior Director, Leadership and Organization Development, Genzyme Corporation

"Coaching Corporate MVPs presents a comprehensive and elegant summary of not only the best practices - the 'what' - but also the best processes and purposes - the 'how' and 'why' - an organization can use to support the development of their most talented people/" -- Larry M. Starr, Director/Chair of Graduate Studies, Organizational Dynamic, School of Arts and Sciences, University of Pennsylvania

Table of Contents

  1. Title Page
  2. Copyright Page
  3. Dedication
  4. About Right Management
  5. Acknowledgements
  6. CHAPTER 1 - MVPs and the Talent Crunch
    1. Retirement of the Baby Boomers
    2. Company Growth
    3. The Competition for Talent
    4. Retaining Talent—An Ever Higher Priority
    5. Retaining the MVP
    6. Reasons for Writing this Book
  7. CHAPTER 2 - Creating the Culture and Framework for Talent Management
    1. CEO and Senior Management Commitment
    2. Creating the Philosophy and Integrated Talent Management Framework
    3. Consistent Implementation of Framework Across the Organization
    4. Challenges to Implementing Talent Management and Leadership Development Programs
  8. CHAPTER 3 - The Use of Assessment Approaches and Tools to Identify and Develop Talent
    1. Assessment for Identifying MVPs
    2. Assessment Tools and Methods Championed by Companies
    3. Assessment for Creating Development Plans
    4. Assessment as Part of the Coaching Process
    5. MVPs’ Response to Assessment
  9. CHAPTER 4 - Approaches to Leadership Development
    1. Assessment and Development Plan Creation
    2. Formal Training
    3. Action Team Learning Projects
    4. Individual Development
    5. On-the-Job Development
  10. CHAPTER 5 - Coaching MVPs and High-Potentials
    1. What MVPs Need from Coaching
    2. Who Coaches MVPs?
  11. CHAPTER 6 - Coaching the Failing MVP
    1. Why do Externally Recruited MVPs Fail?
    2. How to Prevent Externally Recruited MVPs from Failing
    3. How to Help the Failing MVP
    4. Is Coaching Worth it?
    5. When to Admit Defeat
  12. CHAPTER 7 - Organizing External Coaching for the MVP
    1. Choosing a Coach - What to Look For
    2. Creating a Coaching Pool
    3. Orienting Coach to Company
    4. Matching Coach and Coachee
    5. The Coaching Process - What to Expect
  13. CHAPTER 8 - The Role of HR in Coaching and Talent Development
    1. Identifying Talent
    2. Ensuring Consistency and Fairness
    3. Supporting Development
    4. Supporting Coaching
    5. Managing the Program
    6. Coaching
  14. CHAPTER 9 - The Role of the Manager in Talent Development and Coaching
    1. Role of Manager as Developer of Talent
    2. Differences Between Manager’s Role as Coach and Everyday Role
    3. Training Managers to be Coaches
    4. What Managers Do as Coaches
    5. The Manager’s Role in the External Coaching Process
    6. What Happens When the Manager is Not Capable of being a Coach?
  15. CHAPTER 10 - Coaching Benefits and the Return on Investment
    1. The Benefits of Coaching
    2. Assessing the Benefits: The Difficulties of Calculating Financial ROI
    3. Assessing the Benefits: Measuring Success Indirectly
    4. Questioning the Question
  16. APPENDIX 1 - Participating Companies and People Interviewed
  17. APPENDIX 2 - Assessment Tools and Approaches
  18. Index