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The Value of Talent: Promoting Talent Management Across the Organization Hardcover – 1 Dec 2010
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Her book has two major strengths. First, when Janice Caplan discusses a topic she has is likely to have a good understanding and to display sound judgement. Secondly, she writes clearly and structures her material well. This makes for a good read and the checklists and guidance she offers are very practical. Overall this makes it a very good buy for the learning and development professional who is five years or further into their career. Anyone less experienced could struggle with the sheer weight of information and the challenge that it represents.
Training Journal, February 2011
Here obviously speaks a person with oodles of years of operating in the commercial world and Caplan puts this experience (of which she has plenty ending up as VP of Talent Development for our mother ship, the revered CIPD) to extremely good use by making the text easy to follow and which can be applied practically without too much palaver rather than having to wade through the treacle that is supposed to pass for theory offered up by various other writers on the same subject.
HRNetwork, February 2011
This book is the first to examine its strategic use at a time of unprecedented structural change.
Talent management is one of the new 8 core competencies for HR as set out by the Chartered Institute of Personnel and Development.
Includes current case studies from the Standard Chartered, Guardian Media Group and KPMG.
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Above all it brings together all of the critical factors which make for high performing organisations into a well presented and informed approach which should appeal to: top team members; H.R. professionals, consultants and students.I particularly like the way Janice links "employee engagement to talent management" something I have been wrestling with for quite a while.
The Value of Talent: Promoting Talent Management Across the Organization
This book creates an innovative exploration that allows for the true proposition of talent strategies to be implemented. It enables practitioners and managers alike to create a common currency and language across people development with lots of practical examples and case studies.
This is a comprehensive and unique appraisal that really starts to define the nature of and necessity of `inclusive talent management.' Talent is not just about `high potential, people of particular worth.' This narrow focus has achieved exclusion and engendered commitment issues within the workplace. It is high time these issues were addressed. Caplan outlines several factors that determine a need for inclusion. Change is so rapid in the current climate that past performance does not necessarily determine future performance. Roles are also interchangeable and interconnected and talent can be latent.
This book demonstrates courage by offering insights into these, and other key areas by drawing on a range of in-depth case studies, which are presented in full. The book helps the reader draw the most relevant examples from them, and a guide to developing a talent management system is presented through the identification of a number of strategic perspectives, and operational dimensions that put this into practice. This book is a must for those responsible for managing people in their organisations.
Using a classic film analogy, the tornado has hit and it is very clear we're not in Kansas anymore. If you want to embrace the future of this `new world' in terms of talent management, look no further than this book. It takes intelligence, drive and foresight to manage these factors, but the reward is to truly realise in business terms the `value of talent.'
Principal Business Psychologist
I'd recommend this to anyone who wants to accelerate their talent agenda and really get the value of talent
Fiona Anderson, Editor Coaching. BBC College of Journalism
It addresses best practices and case studies which are at the vanguard of this new definition of talent management and that strongly support the case for looking at talent though a humanistic rather than a process orientated lens. Highly recommend for leaders who want to develop their organisations and the role they play.
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