Best Practices In Talent Management: How The World'S Leading Corporati*** Manage, Develop, And Retain Top Talent9780470499610 mobi 下载 网盘 caj lrf pdf txt 阿里云

Praise for Best Practices in Talent Management

"This book includes the most up-to-date thinking, tools, models,

instruments and case studies necessary to identify, lead, and

manage talent within your ***anization and with a focus on results.

It provides it all—from thought leadership to real-world

practice."

Patrick Carmichael

head of talent management, refining, marketing, and

international operati***, Saudi Aramco

"This is a superb compendium of stories that give the reader a

peek behind the curtains of top notch ***anizati*** who have

wrestled with current issues of talent management. Their less***

learned are vital for leaders and practitioners who want a very

valuable heads up."

Beverly Kaye

Founder/CEO: Career Systems International and Co-Author, Love

'Em or Lose 'Em

"This is a must read for ***anization leaders and HR

practitioners who cope with the today's most critical business

challenge—talent management. This book provides a vast amount of

thought provoking ideals, tools, and models, for building and

implementing talent management strategies. I highly recommend

it!"

Dale Halm

Organization Development Program Manager, Arizona Public Service

?

"If you are resp***ible for planning and implementing an

effective talent and succession management strategy in your

***anization, this book provides the case study examples you are

looking for."

Doris Sims

Author, Building Tomorrow's Talent

"A must read for all managers who wish to implement a best

practice talent management program within their ***anization"

Fariborz Ghadar

William A. Schreyer Professor of Global Management, Policies and

Planning Senior Advisor and Distinguished Senior Scholar Center for

Strategic and International Affairs Founding Director Center for

Global Business Studies

Introduction (Louis Carter).

Acknowledgments.

How to Use This Book.

1 Avon Products, Inc. (Marc Effron).

Introduction.

A Success-Driven Challenge.

The Turnaround.

The Talent Challenge.

Execute on the “What,” Differentiate with “How”.

From Opaque to Transparent.

From Complex to Simple.

From Egalitarian to Differentiated.

From Episodic to Disciplined.

From Emotional to Factual.

From Meaningless to C***equential.

The Results of a Talent Turnaround.

Measuring the Talent Turnaround's Success.

2 Bank of America (Brian Fishel and Jay Conger).

Introduction.

Leadership Development Activities for Executive Leaders.

Less*** for Designing On-Boarding for Executive Leaders.

3 Corning Incorporated (Richard A. O'Leary, Gary Jusela, and

Heath N. Topper).

Introduction.

The Business Case for the Accelerated Development of Corning

Program Managers.

The Design Flow: Two Weeks of Experiential Learning with an

Interim. Period of Coaching and Mentoring.

Outcomes and Next Steps for Growing the Talent Pipeline of

Program Leaders.

Next Steps.

4 Customer and Enterprise Services Division (CES) (Michael

Schecter, John Parker, and Judy Zaucha).

Business Background and Challenges.

The Roots of the CES Transformation: Leadership and Process.

Diagnosing and Designing the W*** System Transformation: The

Leadership Alignment Event.

Implementing the W*** System Transformation: The Waves.

Supporting and Reinforcing the W*** System Transformation.

Evaluation of the CES W*** System Transformation

5 Ecolab, Inc. (Robert C. Barnett, Michael L. Meyer, Sarah J.

Murphy, and Susan M. Metcalf).

Introduction..

Company Background

Ecolab's 2002–2007 Strategic Plan.

Culture Is Critical.

Ecolab's Talent Management Philosophy.

The Ecolab Talent Pipeline.

The Importance of Individual Development.

Introducing the Pipeline Model to Ecolab.

Supporting Successful Implementation.

Keeping the Pipeline Full.

Results.

Conclusion.

6 GE Money Americas (Tammy Grisham and D. Zachary

Misko).

Introduction.

Company Background and Environment.

The Challenge and Approach.

The Technology.

Strategy Sourcing.

LEAN Methodologies.

Expansion.

Conclusion.

7 Internal Revenue Service (Susan Clayton, Victoria Baugh,

and Mathew J. Ferrero).

Introduction.

Company Background and Current Leadership Environment.

The 21st Century IRS.

Leadership Succession Planning—The Challenges.

LSR Website and Infrastructure.

Results.

Indicators of Success.

Evaluation.

Next Steps.

Conclusion.

8 Kaiser Permanente Colorado Region (Margaret

Turner).

Introduction.

Design.

Process.

Implementation.

Support and Reinforce.

Evaluation.

Next Steps.

Conclusion.

9 McDonald's (James Intagliata and Neal Kulick).

Context for Global Talent Management Initiatives.

Evolution of the Talent Management System: Key Initiatives and

Enhancements.

Overall Summary.

10 Microsoft Corporation (Shannon Wallis, Brian Underhill,

and Carter McNamara).

Introduction.

What Led Microsoft ***SG to Make the Change.

Expo Leaders Building Leaders—The New High-Potential

Development.

Experience.

The Process of Redesigning the High-Potential Development

Experience.

Coaching as a Primary Development Component for HiPo Development

in ***SG.

Learning Circles as a Primary Development Component for HiPo

Development in ***SG.

Conclusion.

11 Murray & Roberts Limited (Zelia Scares).

Introduction.

Design and Alignment.

Implementation.

Evaluation.

Summary.

12 Porter Novelli (Greg Waldron).

Introduction.

Program Implementation.

Performance Management System Development

Evaluation

13 Southern Company (Jim Greene).

Introduction.

Background.

Initial Improvements.

The Leadership Action Council.

Competency Model.

Leadership Assessment.

Succession Planning.

Identification of Potential Successors and High-Potential.

Individuals.

Leadership Database.

Development Activities.

Evaluation and Less*** Learned.

14 Whirlpool Corporation (Kristen Weirick).

Introduction.

The Business Challenge.

Design and Approach.

Evaluation.

Next Steps.

Summary.

Conclusion.

Epilogue (William Rothwell).

Index.

About Best Practice Institute.

About the Editors.

Marshall Goldsmith, Ph.D., is one of a select few advisors who

have been asked to work with over 120 major CEOs and their

management teams. A prolific author, his book What Got You Here

Won't Get You There was ranked as the #1 best-selling business book

by the The New York Times and The Wall Street Journal. For ten

years, he served as a member of the Board of the Peter Drucker

Foundation.

Louis Carter is the Founder and CEO of the Best Practice

Institute, and a world-renown leadership and ***anization change

advisor. He is the author of over nine books on best practices

including Change Champion's Fieldguide and Best Practices in

Leadership Development and Change.

Best Practice Institute (BPI) is an association of executives

and leaders who share and pioneer best methods of ***anizational

change. Best Practice Institute produces online learning sessi***,

webinars, Benchmark Research Groups, publicati***, and

certification programs. (www.bpiworld.com)

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