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Strategic Talent Development

Book Description

In recent years globalization and technological advances have changed the business world. In this new world of ideas, which may come from anywhere within the company, businesses must be sufficiently agile, future-focused, and innovative to keep pace with rapid change. In these new conditions, command and control systems no longer work effectively and nor do extended hierarchies of management. To be successful, tomorrow's leaders will have to recognize the importance of their people. Strategic Talent Development will help them to:- Develop talent for the future - Encourage an organizational culture that is collaborative and innovative- Direct and coordinate their people to encourage flexibility and rapid responses- Actively harness employee engagementStructured around a unique new model, the Four-Point framework, Strategic Talent Development will enable leaders to transform their employees' talent as a competitive advantage in order to deliver strategic success.

Table of Contents

  1. Cover
  2. Title Page
  3. Praise
  4. Copyright
  5. Contents
  6. Acknowledgements
  7. Preface
  8. Introduction
  9. 01 The new world organization
    1. What is employee engagement?
    2. Why is employee engagement important?
    3. The characteristics of employee engagement
    4. Strategic talent development: the link between talent management and employee engagement
    5. How do we bring talent and engagement policies to life?
    6. Leadership models that enhance employee engagement
    7. The way we do things around here
  10. 02 Organizational values
    1. The mathematics of values
    2. Giving values meaning
    3. Organizational success factors
    4. Business ethics and values
  11. 03 Strategic framework
    1. The relevance of the four-point framework to the new world business environment
    2. What does success look like?
    3. The four-point framework
    4. Using the four-point framework to achieve a coordinated approach
  12. 04 A focus on the future
    1. Create a focus on the future from the top
    2. Drive organizational transformation
    3. Create a shared understanding of success
  13. 05 Self-managed succession: learning
    1. The importance of learning
    2. The importance of self-awareness and of understanding behaviours
    3. Integrated self-managed succession
    4. Coaching and mentoring
  14. 06 Self-managed succession: careers
    1. Fewer ‘new world’ careers will progress along a linear path
    2. Making resources available to help people identify career paths
    3. Unlocking the barriers for equal opportunity
    4. International development
  15. 07 Creating a people databank: succession and workforce planning
    1. Informing decisions
    2. Workforce planning
    3. Succession planning
    4. People databank and employee engagement data
  16. 08 Performance and pay
    1. Shared management
    2. Performance appraisal
    3. Cultural messages
    4. Reward
  17. 09 Nearby management
    1. All managers are nearby managers to some
    2. Three people-management responsibilities
  18. 10 Faraway leadership
    1. Faraway management – in the C-Suite
    2. Promote organizational culture
    3. Create and implement strategy
    4. Strategy implementation
    5. Overall management of values, visions and strategy
    6. The breakdown of collaboration
    7. The encouragement of collaboration
    8. Leadership of innovation
    9. Develop emerging talent
    10. Measure leaders’ performance
    11. Leadership development
    12. Development for emerging leaders
  19. Strategic talent development checklist
  20. Further reading
  21. References
  22. Appendix: Mind the gap
  23. Index