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Strategy-Driven Talent Management: A Leadership Imperative

Book Description

A Publication of the Society for Industrial and Organizational Psychology

Praise for Strategy-Driven Talent Management

"Silzer and Dowell's Strategy-Driven Talent Management provides a comprehensive overview of the different elements of the best talent management processes used in organizations today. This is a valuable resource for leaders and managers, HR practitioners and anyone involved in developing leadership talent."

—Ed Lawler, Professor, School of Business, University of Southern California

"Talent is the key to successful execution of a winning business strategy. Strategy-Driven Talent Management by Silzer & Dowell provides a thorough and very practical guide to building and managing talent based on the strategic needs of the organization. Business leaders will find this an excellent resource with many interesting examples and best practices from leading companies."

—Herbert L. Henkel, Chairman and Chief Executive Officer, Ingersoll Rand

"Thanks to Strategy-Driven Talent Management, we can move from an attractive idea of talent management to practices that deliver. This book brings the work of practitioners—the people who are inventing, crafting, and shaping the field of talent management—to the forefront. Their collective experiences and insights will certainly enrich your own research and practice."

—Cynthia McCauley, PhD, Senior Fellow, Center for Creative Leadership

"It is exciting to see that Rob Silzer and Ben Dowell have given us the state of the art in 2010 of integrating human resource issues into strategic management. This volume is a must read for human resource and line leaders alike. The journey is far from over, but this volume of work will chart the course for further progress."

—Noel Tichy, Professor, Management and Organizations, University of Michigan, Ross School of Business

Table of Contents

  1. The Professional Practice Series
  2. Dedication
  3. Title Page
  4. Copyright Page
  5. Table of Figures
  6. List of Tables
  7. Table of Exhibits
  8. Foreword
  9. Preface
    1. The Imperative of Talent
    2. Premise of the Book
  10. Acknowledgements
  11. The Editors
  12. The Contributors
  13. Part One - General Frameworks
    1. CHAPTER 1 - STRATEGIC TALENT MANAGEMENT MATTERS
      1. A Leadership Imperative
      2. Business Reasons for Talent Management
      3. Strategically Driven Human Resources
      4. What Is Talent?
      5. Defining Talent Management
      6. Talent Management Success Factors
      7. 1. Driven by Business Strategy
      8. 2. Integrated with Other Processes
      9. 3. Managed as a Core Business Practice
      10. 4. Engrained as a Talent Mindset
      11. Other Talent Management Approaches
      12. Issues in Talent Management
      13. Talent Roles
      14. Talent Management Going Forward
      15. References
    2. CHAPTER 2 - BUILDING COMPETITIVE ADVANTAGE THROUGH INTEGRATED TALENT MANAGEMENT
      1. Talent Management Defined
      2. Three Levels of Talent Management Integration
      3. A Model of Integrated Talent Management
      4. Implementation of Talent Stewardship
      5. Future Challenges and New Directions
      6. References
  14. Part Two - Key Practices
    1. CHAPTER 3 - BUILDING THE TALENT PIPELINE
      1. The War for Talent Starts with Attraction
      2. Step 1: Identifying Your Talent Acquisition Strategy
      3. Step 2: Creating a Compelling Employment Value Proposition
      4. Step 3: Creating a Memorable Employment Brand
      5. Step 4: Crafting Your Talent Brand
      6. Step 5: Determining the Most Productive Talent Channels
      7. Step 6: Measuring Your Success
      8. Alignment Is the Secret Sauce
      9. A Research Agenda
      10. Conclusion
      11. References
    2. CHAPTER 4 - ROPES TO SKIP AND THE ROPES TO KNOW
      1. The Onboarding Challenge
      2. The Science of Onboarding
      3. The Executive Onboarding Process: A Five-Stage Model
      4. Onboarding Contingencies: It All Depends
      5. Investing in Onboarding
      6. Some Lessons Learned and Some Questions
      7. References
    3. CHAPTER 5 - IDENTIFYING AND ASSESSING HIGH-POTENTIAL TALENT
      1. Prediction Challenge
      2. Corporate High-Potential Survey
      3. Definitions of Potential
      4. High-Potential Categories
      5. High-Potential Time Frames
      6. Size of High-Potential Pool
      7. Identification Process for High Potentials
      8. Predictors of Future Performance
      9. Assessment Techniques and Tools
      10. Assessment Versus Prediction
      11. Tracking Progress
      12. Conclusion
      13. Future Directions
      14. References
    4. CHAPTER 6 - Developing Leadership Talent
      1. Leadership Education and Development: A Historical Perspective
      2. A Typology of Formal Leadership Development Approaches
      3. Conclusion
      4. References
    5. CHAPTER 7 - DEVELOPING LEADERSHIP TALENT THROUGH EXPERIENCES
      1. Why Experiences Are So Important
      2. How to Build a Talent Management Taxonomy that Leverages Experience
      3. How to Embed Experiences in Talent Management Systems
      4. Future Directions for Research and Practice
      5. References
    6. CHAPTER 8 - CHANGING BEHAVIOR ONE LEADER AT A TIME
      1. Leadership Matters
      2. What We Know About Behavior Change
      3. Factors Influencing Individual Change
      4. A Model for the Change Process
      5. Individual Differences: Which Leaders Can Learn?
      6. Differences in Leadership Level and Job Complexity
      7. Characteristics of the Coach
      8. Factors in the Organization
      9. Measuring the Effectiveness of Coaching
      10. Implications and Lessons Learned
      11. Conclusion
      12. References
    7. CHAPTER 9 - MANAGING LEADERSHIP TALENT POOLS
      1. The Business Case
      2. Foundations
      3. Key Factors in Managing Leadership Talent Pools
      4. Roles in the Talent Review Process
      5. Characteristics of Successful Talent Reviews
      6. The Architecture of a Talent Review
      7. Alternative Approaches to Talent Reviews
      8. Talent Assessment
      9. Outcomes of Talent Reviews
      10. Lessons Learned
      11. Future Directions in Research
      12. Conclusion
      13. References
    8. CHAPTER 10 - EMPLOYEE ENGAGEMENT
      1. Defining Terms and Some History
      2. Which Elements Matter Most?
      3. The “Aha”
      4. Engagement in Practice
      5. The Future
      6. References
  15. Part Three - Critical Issues
    1. CHAPTER 11 - BUILDING FUNCTIONAL EXPERTISE TO ENHANCE ORGANIZATIONAL CAPABILITY
      1. Overview of Functional Expertise
      2. Methodology for Building Functional Expertise
      3. Step 7: Measure Impact and Effectiveness
      4. Key Lessons Learned
      5. Future Trends and Suggested Research
      6. References
    2. CHAPTER 12 - MANAGING AND MEASURING THE TALENT MANAGEMENT FUNCTION
      1. Laying the Groundwork for Effective Evaluation
      2. Defining the Metrics
      3. Data Collection and Analysis
      4. Bank of America Case Study
      5. Conclusion
      6. References
    3. CHAPTER 13 - MANAGING TALENT IN GLOBAL ORGANIZATIONS
      1. Global Talent Management Strategy Framework
      2. Strategic Actions to Develop Global Leaders
      3. How Do I Get Started?
      4. Practical Advice from Practitioners
      5. Future Research
      6. Conclusion
      7. References
    4. CHAPTER 14 - MANAGING TALENT IN CHINA
      1. Western Multinationals in China
      2. The Chinese Context
      3. Talent Management in China
      4. Future Research
      5. Conclusions
      6. References
  16. Part Four - Different Perspectives
    1. CHAPTER 15 - TAKE THE PEPSI CHALLENGE
      1. Talent Management at PepsiCo
      2. Trends and Observations
      3. Lessons Learned
      4. Conclusion
      5. References
    2. CHAPTER 16 - INTEGRATED TALENT MANAGEMENT AT MICROSOFT
      1. Microsoft as a Business
      2. Talent Management at Microsoft
      3. CareerCompass: Career Models at Microsoft
      4. Performance Management at Microsoft
      5. Leadership Assessment, Movement, and Development at Microsoft
      6. Lessons Learned
    3. CHAPTER 17 - THEY CAN DO IT! YOU CAN HELP!
      1. The Case for Talent Management
      2. Talent Channels
      3. Creating Successful Hiring Partnerships
      4. Creating Successful Leadership Pipeline Programs
      5. Lessons Learned
      6. Conclusion
    4. CHAPTER 18 - ALLSTATE’S “GOOD HANDS” APPROACH TO TALENT MANAGEMENT
      1. Allstate Background
      2. An Outsider Perspective on Talent and Human Resources
      3. Allstate’s Commitment to Making Strategically Valuable Talent Decisions
      4. Talent Strategy at the Pivot Point: Agents as Entrepreneurs
      5. Strategic Critical Success Factors for Leaders
      6. Talent Management Synergy Through Integrated HR
      7. Strategic HR Partnership at Allstate
      8. Conclusion
      9. References
    5. CHAPTER 19 - A VIEW FROM THE TOP ON TALENT MANAGEMENT
    6. CHAPTER 20 - CHIEF HUMAN RESOURCE OFFICER PERSPECTIVES ON TALENT MANAGEMENT
      1. Defining Talent Management
      2. Influences on Talent Management
      3. CHRO Influence on Talent Management
      4. Integration of Human Resource Functions
      5. Predictors of High Potential
      6. International Challenges
      7. Measuring Talent Management Success
      8. Lessons Learned
      9. Future Directions
      10. References
  17. Part Five - Future Directions for Practice and Research
    1. CHAPTER 21 - BUILDING SUSTAINABLE TALENT THROUGH TALENT MANAGEMENT
      1. Talent Management Themes
      2. Benefits of Strategy-Driven Talent Management
      3. Challenges to the Effective Management of Talent
      4. Future Talent Management
      5. Conclusion
      6. References
    2. CHAPTER 22 - CRITICAL RESEARCH ISSUES IN TALENT MANAGEMENT
      1. Key Strategic Links
      2. Organizational Talent Strategy and Talent Models
      3. Talent as a Driver of Business Strategy
      4. Talent Model for Individuals
      5. Talent Programs and Practices
      6. Talent Pools and Differential Investment
      7. Talent Decisions
      8. Talent Measures and Outcomes
      9. Organizational Acceptance
      10. Talent Management Talent
      11. Conclusion
      12. References
    3. CHAPTER 23 - TALENT MANAGEMENT
      1. Chapter 1: Strategic Talent Management Matters
      2. Chapter 2: Building Competitive Advantage Through Integrated Talent Management
      3. Chapter 3: Building the Talent Pipeline: Attracting and Recruiting the Best and Brightest
      4. Chapter 4: Ropes to Skip and the Ropes to Know: Facilitating Executive Onboarding
      5. Chapter 5: Identifying and Assessing High-Potential Talent: Current ...
      6. Chapter 6: Developing Leadership Talent: Delivering on the Promise of ...
      7. Chapter 7: Developing Leadership Talent Through Experiences
      8. Chapter 8: Changing Behavior One Leader at a Time
      9. Chapter 9: Managing Leadership Talent Pools
      10. Chapter 10: Employee Engagement: A Focus on Leaders
      11. Chapter 11: Building Functional Competence to Enhance Functional Capability
      12. Chapter 12: Managing and Measuring the Talent Management Function
      13. Chapter 13: Managing Talent in Global Organizations
      14. Chapter 14: Managing Talent in China
  18. Name Index
  19. Subject Index