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
- The Professional Practice Series
- Dedication
- Title Page
- Copyright Page
- Table of Figures
- List of Tables
- Table of Exhibits
- Foreword
- Preface
- Acknowledgements
- The Editors
- The Contributors
-
Part One - General Frameworks
-
CHAPTER 1 - STRATEGIC TALENT MANAGEMENT MATTERS
- A Leadership Imperative
- Business Reasons for Talent Management
- Strategically Driven Human Resources
- What Is Talent?
- Defining Talent Management
- Talent Management Success Factors
- 1. Driven by Business Strategy
- 2. Integrated with Other Processes
- 3. Managed as a Core Business Practice
- 4. Engrained as a Talent Mindset
- Other Talent Management Approaches
- Issues in Talent Management
- Talent Roles
- Talent Management Going Forward
- References
- CHAPTER 2 - BUILDING COMPETITIVE ADVANTAGE THROUGH INTEGRATED TALENT MANAGEMENT
-
CHAPTER 1 - STRATEGIC TALENT MANAGEMENT MATTERS
-
Part Two - Key Practices
-
CHAPTER 3 - BUILDING THE TALENT PIPELINE
- The War for Talent Starts with Attraction
- Step 1: Identifying Your Talent Acquisition Strategy
- Step 2: Creating a Compelling Employment Value Proposition
- Step 3: Creating a Memorable Employment Brand
- Step 4: Crafting Your Talent Brand
- Step 5: Determining the Most Productive Talent Channels
- Step 6: Measuring Your Success
- Alignment Is the Secret Sauce
- A Research Agenda
- Conclusion
- References
- CHAPTER 4 - ROPES TO SKIP AND THE ROPES TO KNOW
-
CHAPTER 5 - IDENTIFYING AND ASSESSING HIGH-POTENTIAL TALENT
- Prediction Challenge
- Corporate High-Potential Survey
- Definitions of Potential
- High-Potential Categories
- High-Potential Time Frames
- Size of High-Potential Pool
- Identification Process for High Potentials
- Predictors of Future Performance
- Assessment Techniques and Tools
- Assessment Versus Prediction
- Tracking Progress
- Conclusion
- Future Directions
- References
- CHAPTER 6 - Developing Leadership Talent
- CHAPTER 7 - DEVELOPING LEADERSHIP TALENT THROUGH EXPERIENCES
-
CHAPTER 8 - CHANGING BEHAVIOR ONE LEADER AT A TIME
- Leadership Matters
- What We Know About Behavior Change
- Factors Influencing Individual Change
- A Model for the Change Process
- Individual Differences: Which Leaders Can Learn?
- Differences in Leadership Level and Job Complexity
- Characteristics of the Coach
- Factors in the Organization
- Measuring the Effectiveness of Coaching
- Implications and Lessons Learned
- Conclusion
- References
-
CHAPTER 9 - MANAGING LEADERSHIP TALENT POOLS
- The Business Case
- Foundations
- Key Factors in Managing Leadership Talent Pools
- Roles in the Talent Review Process
- Characteristics of Successful Talent Reviews
- The Architecture of a Talent Review
- Alternative Approaches to Talent Reviews
- Talent Assessment
- Outcomes of Talent Reviews
- Lessons Learned
- Future Directions in Research
- Conclusion
- References
- CHAPTER 10 - EMPLOYEE ENGAGEMENT
-
CHAPTER 3 - BUILDING THE TALENT PIPELINE
- Part Three - Critical Issues
-
Part Four - Different Perspectives
- CHAPTER 15 - TAKE THE PEPSI CHALLENGE
- CHAPTER 16 - INTEGRATED TALENT MANAGEMENT AT MICROSOFT
- CHAPTER 17 - THEY CAN DO IT! YOU CAN HELP!
-
CHAPTER 18 - ALLSTATE’S “GOOD HANDS” APPROACH TO TALENT MANAGEMENT
- Allstate Background
- An Outsider Perspective on Talent and Human Resources
- Allstate’s Commitment to Making Strategically Valuable Talent Decisions
- Talent Strategy at the Pivot Point: Agents as Entrepreneurs
- Strategic Critical Success Factors for Leaders
- Talent Management Synergy Through Integrated HR
- Strategic HR Partnership at Allstate
- Conclusion
- References
- CHAPTER 19 - A VIEW FROM THE TOP ON TALENT MANAGEMENT
- CHAPTER 20 - CHIEF HUMAN RESOURCE OFFICER PERSPECTIVES ON TALENT MANAGEMENT
-
Part Five - Future Directions for Practice and Research
- CHAPTER 21 - BUILDING SUSTAINABLE TALENT THROUGH TALENT MANAGEMENT
-
CHAPTER 22 - CRITICAL RESEARCH ISSUES IN TALENT MANAGEMENT
- Key Strategic Links
- Organizational Talent Strategy and Talent Models
- Talent as a Driver of Business Strategy
- Talent Model for Individuals
- Talent Programs and Practices
- Talent Pools and Differential Investment
- Talent Decisions
- Talent Measures and Outcomes
- Organizational Acceptance
- Talent Management Talent
- Conclusion
- References
-
CHAPTER 23 - TALENT MANAGEMENT
- Chapter 1: Strategic Talent Management Matters
- Chapter 2: Building Competitive Advantage Through Integrated Talent Management
- Chapter 3: Building the Talent Pipeline: Attracting and Recruiting the Best and Brightest
- Chapter 4: Ropes to Skip and the Ropes to Know: Facilitating Executive Onboarding
- Chapter 5: Identifying and Assessing High-Potential Talent: Current ...
- Chapter 6: Developing Leadership Talent: Delivering on the Promise of ...
- Chapter 7: Developing Leadership Talent Through Experiences
- Chapter 8: Changing Behavior One Leader at a Time
- Chapter 9: Managing Leadership Talent Pools
- Chapter 10: Employee Engagement: A Focus on Leaders
- Chapter 11: Building Functional Competence to Enhance Functional Capability
- Chapter 12: Managing and Measuring the Talent Management Function
- Chapter 13: Managing Talent in Global Organizations
- Chapter 14: Managing Talent in China
- Name Index
- Subject Index
Product information
- Title: Strategy-Driven Talent Management: A Leadership Imperative
- Author(s):
- Release date: November 2009
- Publisher(s): Pfeiffer
- ISBN: 9780787988470
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