The Value of Talent

Promoting Talent Management Across the Organization

Janice Caplan

• Publisher: Kogan Page
• Year: 2010
• Print ISBN: 9780749459840
• eBook ISBN: 9780749459857
• Edition: 1
• Topic: Business
• Subtopic: Human Resource Management
• Index: Business

In today's business environment extraordinary rates of change are driving the evolution of talent management from being a strategy that deals with skills shortages to a more comprehensive one that represents a radically different way of managing people and organizations. In The Value of Talent Janice Caplan proposes a brand new inclusive approach to talent management which recognizes that to survive and prosper in this world, organizations require strategies that develop strengths, value diversity and encourage creativity across all levels of the organization. By applying the principles set out by the author, organizations will be able to help individuals achieve their aspirations whilst also addressing the gap between what the organization's capabilities are now and what will be required in the foreseeable future. The author emphasizes the importance of spotting changes on the horizon, formulating appropriate business strategies and indentifying the capabilities required to achieve them. She examines methods for developing organizational capabilities, individual development, performance enhancement, leadership development, and succession planning. The approach links all parts of the HR agenda, especially recruitment, development, reward and employee engagement - integrating these with business strategy to create consistency and clarity. The book offers sound, practical advice and innovative solutions supported by examples and case studies from a broad range of international organizations leading the development of talent, including Standard Chartered, Guardian Media Group, BBC, KPMG, and Burson Marsteller.

INDEX

NB: page numbers in italic indicate figures or tables

360-degree feedback 61, 74, 79–83, 89

concept of 79

failure, common reasons for 80–81

success, how to ensure 81–83

ABC Engineering

case studies 47–49, 96–97

and succession planning 118, 119, 120, 122, 124, 128, 130, 131

‘accelerator’, the 63

Accenture 52

ACE 97, 99

International HR Barometer 18, 153

acquired competencies 62

Adams, John Stacey 86

adapting competencies 62–63

Anderson, Fiona 112, 114

Apple see iPhone

Arrow Electronics 145

Arwas, Jenny 159

assessment 57, 73

360-degree feedback 61, 74, 79–83, 89

concept of 79

failure, common reasons for 80–81

success, how to ensure 81–83

assessment centres 67–68

Bekaert case study 69–71

‘big five’ dimensions of personality 62

critical-incident interviews 65

fair assessment 58

online storage of data 89

psychometric testing 67

purposes of 58

repertory grid tool 65

self-assessment 61, 89

see also capabilities; performance management

Austin-May, Sam 155

BBC

case study 109, 111–14

and organizational values 21

Pathfinder development programme 113

Beck, Sara 113

Bekaert

and assessment 76

case study 69–71

and leveraging priorities 154

and meaningful opportunity 106

and the nine-box matrix 125–27

‘Ways of Working’ (WOWs) 78–79

benchmarking 47

‘big five’ dimensions of personality 62

Black Box study see Understanding the People and Performance Link: Unlocking the Black Box

Boyatzis, Richard 59

Bristol-Myers Squibb 157

British Airways 4

British Gas 4

British Rail 4

British Telecom (BT) 4, 159

Burson-Marsteller (B-M) 159

case study 110–11

and succession planning 124, 125, 128, 131, 137

business plan 45

Campbell, Andrew and Alexander, Marcus 29

capabilities

‘accelerator’, the 63

capability gap, identifying the 45–47, 46, 164

suggested conversations 161–63

competencies vs capabilities 64

and integrated talent management 65–66

leadership capabilities 145–46

and learning ...

Table of contents

• Cover page
• Title page
• Copyright
• Table of Contents
• Preface
• Acknowledgements
• 01 This new world
• 02 The new world organization
• 03 Setting the strategic direction
• 04 Developing the strategy
• 05 Assessment: Capabilities as the cornerstone of talent management
• 06 Assessment: Performance management and reward
• 07 Development
• 08 Deployment
• 09 Engagement
• 10 The role of HR: Gaining acceptance to talent management
• Appendix A: Mind the gap
• Appendix B: Talent management flowchart
• Appendix C: Planning talent management
• Bibliography
• Index