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Organizations today understand that superior talent can create competitive business advantage. Executives are working with human resource managers and talent professionals to significantly improve their organization's ability to attract, develop, deploy, and retain the talent needed to achieve the organization's strategies. Effective CEOs and senior leaders are realizing that strong talent resources are as ...
Organizations today understand that superior talent can create competitive business advantage. Executives are working with human resource managers and talent professionals to significantly improve their organization's ability to attract, develop, deploy, and retain the talent needed to achieve the organization's strategies. Effective CEOs and senior leaders are realizing that strong talent resources are as critical to business success as financial resources.
This book in the SIOP Professional Practice Series provides an up-to-date review and summary of current and leading-edge talent management practices in organizations. A comprehensive book, Strategy-Driven Talent Management brings together an outstanding group of leading practitioners who present state-of-the-art ideas, best practices, and guidance on how to recruit, select, assimilate, develop, and retain exceptional talent and integrate talent management efforts with organizational strategy. Written for human resource professionals, industrial-organizational psychologists, and corporate executives, this key resource is a clear must-read guide to the emerging field of strategic talent management.
Strategy-Driven Talent Management
shows how to build competitive advantage through an integrated and strategic talent management program.
summarizes what it takes to attract, develop, deploy, and retain the best talent for the strategic needs of an organization.
reviews critical issues such as managing talent in global organizations and measuring the effectiveness of talent management programs.
Includes case examples and CEO interviews from leading-edge companies such as PepsiCo, Microsoft, Home Depot, Cargill, and Allstate, which reveal how each of these organizations drives talent management with their business strategies.
This essential must-have HR resource offers insight into the future of strategic talent management, an extensive annotated bibliography and suggestions for preparing the next generation of organizational leaders.
The Editors xxix
The Contributors xxxi
PART ONE: General Frameworks
1 Strategic Talent Management Matters 3
Rob Silzer, Ben E. Dowell
2 Building Competitive Advantage Through Integrated Talent Management 73
Marcia J. Avedon, Gillian Scholes
PART TWO: Key Practices
3 Building the Talent Pipeline: Attracting and Recruiting the Best and Brightest 123
Leslie W. Joyce
4 Ropes to Skip and the Ropes to Know: Facilitating Executive Onboarding 159
Seymour Adler, Lorraine Stomski
5 Identifying and Assessing High-Potential Talent: Current Organizational Practices 213
Rob Silzer, Allan H. Church
6 Developing Leadership Talent: Delivering on the Promise of Structured Programs 281
Jay A. Conger
7 Developing Leadership Talent Through Experiences 313
Paul R. Yost, Mary Mannion Plunkett
8 Changing Behavior One Leader at a Time 349
Sandra L. Davis, Robert C. Barnett
9 Managing Leadership Talent Pools 399
Ben E. Dowell
10 Employee Engagement: A Focus on Leaders 439
PART THREE: Critical Issues
11 Building Functional Expertise to Enhance Organizational Capability 463
Suzan McDaniel, Erika D’Egidio
12 Managing and Measuring the Talent Management Function 503
John C. Scott, Steven G. Rogelberg, Brent W. Mattson
13 Managing Talent in Global Organizations 549
Thomas Ruddy, Pooja Anand
14 Managing Talent in China 595
PART FOUR: Different Perspectives
15 Take the Pepsi Challenge: Talent Development at PepsiCo 617
Allan H. Church. Janine Waclawski
16 Integrated Talent Management at Microsoft 641
Paul R. Yost
17 They Can Do It! You Can Help! A Look at Talent Practices at The Home Depot 655
Leslie W. Joyce
18 Allstate's "Good Hands" Approach to Talent Management: An Interview with Ed Liddy and Joan Crockett 669
John W. Boudreau
19 A View from the Top on Talent Management: An Interview with Warren Staley, Recently Retired CEO of Cargill Incorporated 699
Sandra L. Davis
20 Chief Human Resource Offi cer Perspectives on Talent Management 711
Marcia J. Avedon, Stephen Cerrone, Mirian Graddick-Weir, Rob Silzer
PART FIVE: Future Directions for Practice and Research
21 Building Sustainable Talent Through Talent Management: Benefi ts, Challenges, and Future Directions 745
Rob Silzer, Ben E. Dowell
22 Critical Research Issues in Talent Management 767
23 Talent Management: An Annotated Bibliography 781
Rob Silzer, Joshua B. Fyman
Name Index 823
Subject Index 835