Strategic Talent Development is a comprehensive guide for business leaders on how to design and implement an effective, high-performance talent and engagement strategy across the whole organization.
Strategic Talent Development is a comprehensive guide for business leaders on how to design and implement an effective, high-performance talent and engagement strategy across the whole organization.
Janice Caplan is a consultant, coach-mentor, trainer and author who has designed and implemented talent management solutions for various types of organizations. She was recently Vice-President of Learning and Development at the Chartered Institute of Personnel and Development in Britain. She is also the author of The Value of Talent, published by Kogan Page.
Inhaltsangabe
Acknowledgements Preface Introduction 01 The new world organization What is employee engagement? Why is employee engagement important? The characteristics of employee engagement Strategic talent development: the link between talent management and employee engagement How do we bring talent and engagement policies to life? Leadership models that enhance employee engagement The way we do things around here 02 Organizational values The mathematics of values Giving values meaning Organizational success factors Business ethics and values 03 Strategic framework The relevance of the four-point framework to the new world business environment What does success look like? The four-point framework Using the four-point framework to achieve a coordinated approach 04 A focus on the future Create a focus on the future from the top Drive organizational transformation Create a shared understanding of success 05 Self-managed succession: learning The importance of learning The importance of self-awareness and of understanding behaviours Integrated self-managed succession Coaching and mentoring 06 Self-managed succession: careers Fewer 'new world' careers will progress along a linear path Making resources available to help people identify career paths Unlocking the barriers for equal opportunity International development 07 Creating a people databank: succession and workforce planning Informing decisions Workforce planning Succession planning People databank and employee engagement data 08 Performance and pay Shared management Performance appraisal Cultural messages Reward 09 Nearby management All managers are nearby managers to some Three people management responsibilities 10 Faraway leadership Faraway management - in the C-Suite Promote organizational culture Create and implement strategy Strategy implementation Overall management of values, visions and strategy The breakdown of collaboration The encouragement of collaboration Leadership of innovation Develop emerging talent Measure leaders' performance Leadership development Development for emerging leaders Strategic talent development checklist Further reading References Appendix A: Mind the gap Index
Acknowledgements Preface Introduction 01 The new world organization What is employee engagement? Why is employee engagement important? The characteristics of employee engagement Strategic talent development: the link between talent management and employee engagement How do we bring talent and engagement policies to life? Leadership models that enhance employee engagement The way we do things around here 02 Organizational values The mathematics of values Giving values meaning Organizational success factors Business ethics and values 03 Strategic framework The relevance of the four-point framework to the new world business environment What does success look like? The four-point framework Using the four-point framework to achieve a coordinated approach 04 A focus on the future Create a focus on the future from the top Drive organizational transformation Create a shared understanding of success 05 Self-managed succession: learning The importance of learning The importance of self-awareness and of understanding behaviours Integrated self-managed succession Coaching and mentoring 06 Self-managed succession: careers Fewer 'new world' careers will progress along a linear path Making resources available to help people identify career paths Unlocking the barriers for equal opportunity International development 07 Creating a people databank: succession and workforce planning Informing decisions Workforce planning Succession planning People databank and employee engagement data 08 Performance and pay Shared management Performance appraisal Cultural messages Reward 09 Nearby management All managers are nearby managers to some Three people management responsibilities 10 Faraway leadership Faraway management - in the C-Suite Promote organizational culture Create and implement strategy Strategy implementation Overall management of values, visions and strategy The breakdown of collaboration The encouragement of collaboration Leadership of innovation Develop emerging talent Measure leaders' performance Leadership development Development for emerging leaders Strategic talent development checklist Further reading References Appendix A: Mind the gap Index
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