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Other titles in the Pfeiffer Essential Resources for Training and HR Professionals series:

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

by

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

 

Synopses & Reviews

Publisher Comments:

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.

Synopsis:

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.

Synopsis:

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 organization 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 operations, Saudi Aramco

"This is a superb compendium of stories that give the reader a peek behind the curtains of top notch organizations who have wrestled with current issues of talent management. Their lessons 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 organization 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 responsible for planning and implementing an effective talent and succession management strategy in your organization, 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 organization"

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

About the Author

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.

Best Practice Institute (BPI) is an association of executives and leaders who share and pioneer best methods of organizational change. Best Practice Institute produces online learning sessions, webinars, Benchmark Research Groups, publications, and certification programs. (www.bpiworld.com)

Table of Contents

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.

Product Details

ISBN:
9780470499610
Author:
Goldsmith, Marshall
Publisher:
Pfeiffer & Company
Editor:
Carter, Louis
Author:
Carter, Louis
Author:
The Best Practice Institute
Subject:
Human Resources & Personnel Management
Subject:
Leadership
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Executives, training of
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p
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Business management
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Human Resource Management
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
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talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Subject:
talent management, global talent management, talent management systems, talent management programs, leaders in talent management, attracting highly skilled workers, developing workers, developing skilled workers, defining competitive salaries, training an
Copyright:
Edition Description:
Hardcover
Series:
Pfeiffer Essential Resources for Training and HR Professionals
Publication Date:
20091209
Binding:
HARDCOVER
Language:
English
Illustrations:
Y
Pages:
336
Dimensions:
9.20x7.10x1.00 in. 1.60 lbs.

Related Subjects

Business » General
Business » Human Resource Management
Business » Management
Business » Writing

Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop, and Retain Top Talent New Hardcover
0 stars - 0 reviews
$109.50 In Stock
Product details 336 pages Pfeiffer & Company - English 9780470499610 Reviews:
"Synopsis" by , 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.
"Synopsis" by , 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 organization 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 operations, Saudi Aramco

"This is a superb compendium of stories that give the reader a peek behind the curtains of top notch organizations who have wrestled with current issues of talent management. Their lessons 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 organization 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 responsible for planning and implementing an effective talent and succession management strategy in your organization, 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 organization"

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

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