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Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop, and Retain Top Talent
 
 

Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop, and Retain Top Talent [Kindle Edition]

Marshall Goldsmith , Louis Carter
5.0 out of 5 stars  See all reviews (1 customer review)

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Product Description

Product Description

Comprehensive in scope, this book features more than 15 case studies and dozens of competency models, tools, instruments, and training material from the world's best global talent management systems and campaigns that show how thy successfully implemented and maintained talent management programs. Each case study includes tools, templates, competency models, guidelines, and training materials that can easily transfer to the real-world work of HR professionals. In addition the book is written by leading-edge contributions from the top thinkers in the field.

From the Inside Flap

Best Practices in Talent Management offers a hands–on resource, which contains the most current and important information on how to attract, retain, and motivate top talent within any organization. Designed to meet the needs of today′s organizations, this handbook is filled with practical advice on how to implement employee and customer–centered programs that emphasize consensus building; self, group, organizational, and one–on–one awareness and effective communication; clear connections to overall business objectives; and quantifiable business results. With lessons from companies that are widely recognized as among the best in organization change and leadership development, the book is offers invaluable lessons for succeeding during challenging times. As best practice organizational champions, these companies share many similar attributes including openness to learning and collaboration, humility, innovation and creativity, integrity, a high regard for people′s needs and perspectives, and a passion for change. And all these outstanding organizations have invested in human capital—the most important asset inside of organizations today. Best Practices in Talent Management offers lessons from the world′s best organizations in various industries and sizes, and shows how to identify the key elements of leading successful, results–driven talent management; access the tools, models, instruments, and strategies for leading talent management; apply practical "how–to" approaches to diagnosing, assessing, designing, implementing, coaching, following–up on, and evaluating talent management; and measure critical success factors and critical failure factors of a program. No matter what the size or mission of your organization, Best Practices in Talent Management will be your guide for diagnosing, assessing, designing, implementing, coaching, and evaluating a winning team of talent.

Product details

  • Format: Kindle Edition
  • File Size: 3328 KB
  • Print Length: 336 pages
  • Publisher: Pfeiffer; 1 edition (9 Dec 2009)
  • Sold by: Amazon Media EU S.à r.l.
  • Language: English
  • ASIN: B0030V0PR4
  • Text-to-Speech: Enabled
  • X-Ray:
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (1 customer review)
  • Amazon Bestsellers Rank: #423,674 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
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Most Helpful Customer Reviews
2 of 2 people found the following review helpful
By Robert Morris TOP 500 REVIEWER
Format:Hardcover
As co-editors Marshall Goldsmith and Louis Carter explain, the material in this book focuses on 14 dynamic enterprises (i.e. Avon Products, Bank of America, Corning, CES, Ecolab, GE, IRS, Kaiser Permanente/Colorado Region, McDonald's, Microsoft, Murray & Roberts, Porter Novelli, Southern Company, and Whirlpool) that were selected by the Best Practice Institute because they have succeeded in implementing talent enhancement programs - "although, to be fair, to call them `programs' is not entirely accurate, as they are in reality vital strategic components integrated into the companies' core operating values." Indeed, had they not been so integrated, neither they nor their companies could become, much less remain, vital and dynamic. There is a separate chapter devoted to each of the 14, written by one or more of the contributors who were invited to participate. It is important to keep in mind that in an age when several companies "built to last" haven't and others once great are no longer even good, at least a few of the 14 in this book may no long be exemplars of anything, except perhaps of how quickly an organization can become weakened in one way or another.

I appreciate the material provided in the Conclusion introduced by this explanation: "In order t0 present a fuller and more complete picture of the best practices in talent management, in March 2009 the Best Practice Institute [of which Cater is founder and CEO] released results from a groundbreaking survey of some of America's most dynamic companies." An overview is provided in the Conclusion. Then in the Epilogue, William J. Rothwell suggests several "key take-away points" from each of the 14 mini-case studies.
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Amazon.com: 5.0 out of 5 stars  7 reviews
5 of 5 people found the following review helpful
5.0 out of 5 stars Ultimately, the effectiveness of best practices depends on those who execute them 4 Jan 2012
By Robert Morris - Published on Amazon.com
Format:Hardcover
As co-editors Marshall Goldsmith and Louis Carter explain, the material in this book focuses on 14 dynamic enterprises (i.e. Avon Products, Bank of America, Corning, CES, Ecolab, GE, IRS, Kaiser Permanente/Colorado Region, McDonald's, Microsoft, Murray & Roberts, Porter Novelli, Southern Company, and Whirlpool) that were selected by the Best Practice Institute because they have succeeded in implementing talent enhancement programs - "although, to be fair, to call them `programs' is not entirely accurate, as they are in reality vital strategic components integrated into the companies' core operating values." Indeed, had they not been so integrated, neither they nor their companies could become, much less remain, vital and dynamic. There is a separate chapter devoted to each of the 14, written by one or more of the contributors who were invited to participate. It is important to keep in mind that in an age when several companies "built to last" haven't and others once great are no longer even good, at least a few of the 14 in this book may no long be exemplars of anything, except perhaps of how quickly an organization can become weakened in one way or another.

I appreciate the material provided in the Conclusion introduced by this explanation: "In order t0 present a fuller and more complete picture of the best practices in talent management, in March 2009 the Best Practice Institute [of which Cater is founder and CEO] released results from a groundbreaking survey of some of America's most dynamic companies." An overview is provided in the Conclusion. Then in the Epilogue, William J. Rothwell suggests several "key take-away points" from each of the 14 mini-case studies. From Ecolab, for example, "This case is outstanding for illustrating how a talent program can be built on, and leverage, the organization's culture and values. These values include, according to the case, (1) spirit; (2) pride; (3) determination; (4) commitment; (5) passion; and (6) integrity. The talent program was based on internal interviews of company executives." Obviously, brief take-away points merely serve as triggers to recall insights that are developed in much greater depth, in context.

Presumably Goldsmith and Carter are responsible for the reader-friendly format that most of the contributors adopt (with only minor modification) and graphic devices such as Figures that consolidate a wealth of information about an especially important subject such as Avon's "Talent Investment Matrix" (Page 6), Corning's "Program Snapshot - Week One" (50), Ecolab's "Success Indicators for Business Drivers at Each Pipeline Level" (90), "IRS Leadership Core Responsibilities" (119), McDonald's "Performance Drivers" (162), and Microsoft's "Key Stakeholder Roles for HiPo Coaching program" (196). Because they are best practices, these and others examined in the book should serve as exempla that suggest possibilities rather than as templates to be adopted without revision or modification. That is to say, doing what is right and doing it right pose entirely different challenges.

Those who share my high regard for the material in this volume are urged to check out George Anders' recently published book, The Rare Find: Spotting Exceptional Talent Before Everyone Else, as well as Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, and Enterprise Architecture As Strategy: Creating a Foundation for Business Execution co-authored by Jeanne W. Ross, Peter Weill, and, David C. Robertson.
2 of 2 people found the following review helpful
5.0 out of 5 stars Incredible collection of talent management techniques and best practices 20 Oct 2011
By Josh Henderson - Published on Amazon.com
Format:Hardcover
This book is an incredible resource for anyone dedicated to attracting, retaining and motivating top talent within their business. Each chapter serves as its own white paper of best practices regarding talent management within some of America's most powerful and intriguing organizations. Each case study supplies a surprisingly granular review of the best practices utilized by experts and organizations throughout a variety of industries. On top of it all, each chapter is written by the practitioners who not only utilize these methods but many times developed and implemented them as well. I found the format to be well thought out, the professionals incorporated to be superlative, and the content to be outstanding. If you are looking for an eclectic industry review of the best practices regarding talent management then look no further.
1 of 1 people found the following review helpful
5.0 out of 5 stars A great read 16 May 2011
By DBQ leader - Published on Amazon.com
Format:Hardcover|Verified Purchase
This book is a great read and very informational. Lots of information on the Resource development plans of different companies.
1 of 1 people found the following review helpful
5.0 out of 5 stars A surprisingly unique perspective 1 Mar 2010
By Gordon Curtis - Published on Amazon.com
Format:Hardcover
Lou's surprisingly unique perspective is evident throughout Talent Management. Through The Best Practices Institute he has created a one of a kind lightning rod for what works in corporate talent management. The book's cases are viewed through Lou's powerful lens - one that has been polished by extensive research, interviews and countless webinars with hundreds of thought leaders. Lou's knowledge platform provides the reader with a select vantage point to clearly see lessons from carefully chosen examples. Each case demonstrates end-to-end initiatives and interventions in an accessible manner making it possible for readers to replicate in most any organizational setting.

Gordon Curtis
Curtis Consulting
Coach, Agent, Author
Well Connected, Wiley/Jossey-Bass, July, 2010
1 of 1 people found the following review helpful
5.0 out of 5 stars Collection of detailed exemplary cases all in one place 21 Feb 2010
By Joe Raelin - Published on Amazon.com
Format:Hardcover
Talent refers to the potential in people including perhaps a special aptitude or faculty. Unfortunately, often the talent in our organizations goes unnoticed, and this can have a disastrous effect on our need for creativity and innovation, especially during a moment of reckoning - when change is necessary. Given our fair share of economic challenges, a movement known as talent management has taken hold in the United States and is now spreading throughout the world to ensure that we take advantage of all the capacity that our human organizations have to offer.

Up to now, we haven't had a resource in one place that demonstrates some of the best ways (as authors Marshall Goldsmith and Louis Carter point out) to not just evaluate but to invest in talent. The new volume Best Practices in Talent Management published by Carter's Best Practice Institute carefully outlines fourteen well-documented cases illustrating proven tools, instruments, models, and practices for implementing top talent management in your own organization. You'll find in these exemplars a number of common attributes, such as an openness to learning, integrity, employee empowerment, a thirst for collaboration, and a recognition of people's intrinsic motivation - all well-established but not often practiced elements of the innovation process embedded in managing and retaining talent. It is thus destined to become a vital resource for all managers in the applied HR field.
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