Talent management is 'the hot topic' for HR managers and chief executives in organizations today. Based on over two years of research, this book draws out key ideas to draw on in the future. It presents case studies of public, private and multinational organizations, as well as commentary on defining and developing talent.
|Publisher:||Palgrave Macmillan UK|
|Edition description:||1st ed. 2009|
|Product dimensions:||5.98(w) x 9.02(h) x 0.03(d)|
About the Author
EDDIE BLASS is Senior Lecturer in Professional Learning at the University of Hertfordshire, UK. Eddie spent over three years at Ashridge prior to joining the School of Education at Hertfordshire, and it was at Ashridge that her research into Talent Management started. After completing her EdD on The Future University while lecturing at Durham University, she shifted to specialize in leadership development and professional learning.
Table of ContentsIntroduction A Map of the Territory between HRM and Talent Management Defining Talent Case Study of Accenture Human Performance Practice UK; M.Powell Case Study of Mills& Reeve; M.Devine Case Study of Grant Thornton; E.Braiden Case Study of Anonymous Company 'Banco'; A.Orbea Developing Talent Case Study of MotorCo; A.Orbea Case Study of UnitedHealth Europe; M.Devine Case Study of B& Q Retailers; E.Braiden Case Study of M&G; A.Poppleton Systems and Structures to Support Talent Management Case Study of Lloyds TSB; A.Knights Case Study of The Malmaison Hotel Group; M.Devine Case Study of Network Rail; M.Devine Case Study of Ipsen Pharmaceuticals; E.Braiden The Public Sector – A Special Case? M.Devine & E.Blass Case Study of the Metropolitan Police; M.Devine Case Study of The National Probation Service; E.Braiden Case Study of the Public Sector Competitive Model Applying the Learning to SME's Conclusions and Unresolved Issues References