Marshall Goldsmith, Louis Carter, The Best Practice Institute

Best Practices in Talent Management

• Gebundenes Buch

Produktbeschreibung

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.

Produktdetails

• Verlag: John Wiley & Sons / Wiley
• Seitenzahl: 336
• Erscheinungstermin: 1. Dezember 2009
• Englisch
• Abmessung: 241mm x 196mm x 23mm
• Gewicht: 825g
• ISBN-13: 9780470499610
• ISBN-10: 0470499613
• Artikelnr.: 27368359

Autorenporträt

THE AUTHORS 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 organization 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.

Inhaltsangabe

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 Consequential. 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. Lessons 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 Whole System Transformation: The Leadership
Alignment Event. Implementing the Whole System Transformation: The Waves.
Supporting and Reinforcing the Whole System Transformation. Evaluation of
the CES Whole 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
SMSG 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 SMSG. Learning Circles as a Primary
Development Component for HiPo Development in SMSG. 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 Lessons 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.