One Page Talent Management: Eliminating Complexity, Adding Value

PREFACE

In early 2006, when we began developing the approach that forms the basis of this book, setting a framework for talent management design was nowhere on our agenda. Our focus was completely practical. We had been asked to build and implement new talent management practices to support the turnaround of a $9 billion consumer products company. The company needed the practices quickly. It had to demonstrate results in a short time. What we delivered deviated from the more traditional views of how human resource (HR) and talent management practices should look and function. We had consciously worked to remove any extra features and complexity, while simultaneously trying to add value into each to make the practices more effective.

Although ...