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CITATION

Berger, Lance and Berger, Dorothy. The Talent Management Handbook: Creating a Sustainable Competitive Advantage by Selecting, Developing, and Promoting the Best People. US: McGraw-Hill, 2010.

The Talent Management Handbook: Creating a Sustainable Competitive Advantage by Selecting, Developing, and Promoting the Best People

Authors: Lance Berger and Dorothy Berger

Published:  November 2010

eISBN: 9780071739559 0071739556 | ISBN: 9780071739054
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  • Cover
  • Title Page
  • Copyright Page
  • Contents
  • Preface
  • Contributors
  • Part I: Creating a Talent Management Program for Organization Excellence
  • 1. Designing and Assembling the Building Blocks for Organization Excellence: The Talent Management Model
  • Building Block 1: Competency Assessment
  • 2. Formulating Competencies
  • 3. Fundamentals of Competency Modeling
  • 4. Creating the Workforce of the Future: Projecting and Utilizing New Competencies
  • Building Block 2: Performance Appraisals
  • 5. Designing a Performance Appraisal for Driving Organization Success
  • 6. Performance Measurement for All Employees
  • 7. Conducting Performance Reviews that Improve the Quality of Your Talent Base
  • 8. Appraising Executive Talent
  • 9. Selecting the Right Performance Appraisal
  • 10. Improving Performance through the Employee Value Exchange
  • Building Block 3: Succession and Career Planning
  • 11. Integrating Succession Planning and Career Planning
  • 12. Determining Every Employee’s Potential for Growth
  • 13. Designing a Succession Planning Program
  • 14. Practical Discussions for Sweet Success
  • 15. Career Development: Encompassing All Employees
  • 16. CEO Succession Planning
  • 17. Ensuring CEO Succession Agility in the Boardroom
  • Part II: Formulating Coaching, Training, and Development Approaches that Drive Talent Management Processes
  • 18. Training and Development: A New Context for Learning
  • 19. Developing Your Workforce: Measurement Makes a Difference
  • 20. Developing Top Talent: Guiding Principles, Methodology, and Practices Considerations
  • 21. Coaching for Sustained, Desired Change: Building Relationships and Talent
  • 22. Developing Leadership Competencies through 360-Degree Feedback and Coaching
  • 23. Using 360-Degree Feedback for Talent Development
  • 24. Coaching Leaders for Corporate Social Responsibility
  • 25. Integrating Coaching, Training, and Development with Talent Management
  • Part III: Making Compensation an Integral Part of Your Talent Management Program
  • 26. Driving Success through Differentiation: Compensation and Talent Management
  • 27. Rewarding Your Top Talent
  • 28. Using Long-Term Incentives to Retain Top Talent
  • 29. Fostering Employee Involvement and Engagement through Compensation and Benefits
  • Part IV: Using Talent Management Processes to Drive Cultures of Excellence
  • Theme 1: Using Talent Management Techniques to Drive Culture
  • 30. Establishing a Talent Management Culture
  • 31. Linking Culture and Talent Management
  • 32. Creating a Culture of Success: What Every CEO Needs to Know
  • 33. Using Onboarding as a Talent Management
  • 34. Employee Engagement and Talent Management
  • Theme 2: Targeting Cultures that Create Competitive Advantage for Your Organization
  • 35. Crafting a Culture of Creativity and Innovation
  • 36. Building a Sustainability Culture through Employee Engagement
  • 37. Unleashing Talent in Service of a Sustainable Future
  • 38. The Role of Ethics in Talent Management: How Organizations Ought to Behave
  • 39. Collaboration: Getting the Most Out of Informal Connections
  • Theme 3: Making Diversity Part of Your Competitive Advantage
  • 40. Creating Competitive Advantage through Cultural Dexterity
  • 41. Building a Reservoir of High Performance and High Potential Women
  • Part V: Using Talent Analysis and Planning Techniques to Enhance Your Talent Management Program
  • 42. Multiplying Talent for High Performance
  • 43. Workforce Planning: Connecting Business Strategy to Talent Strategy
  • 44. Using Workforce Planning as Part of a Talent Management Program
  • 45. New Tools for Talent Management:The Age of Analytics
  • 46. The Role of Line Managers in Talent Planning
  • 47. Making Recruitment Part of Your Talent Management Process
  • 48. Making Outplacement Part of Your Talent Strategy
  • 49. Developing Talent Management Information Systems
  • 50. Implementing an Automated Talent Management System
  • Part VI: Innovative Thinking that Can Shape Your Organization’s Approach to Talent Management
  • 51. Rethinking Talent Management Using a People Equity Framework
  • 52. Marshalling Talent: A Collaborative Approach to Talent Management
  • 53. The Global State of Talent Management
  • 54. A Model for Talent Manager Excellence
  • 55. Talent Management Leadership in Government
  • Index