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The Talent Management Handbook: Making Culture a Competitive Advantage by Acquiring, Identifying, Developing, and Promoting the Best People
CITATION
Berger, Lance A. and
Berger, Dorothy R.
.
The Talent Management Handbook: Making Culture a Competitive Advantage by Acquiring, Identifying, Developing, and Promoting the Best People
. New York: McGraw-Hill Education, 2017.
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The Talent Management Handbook: Making Culture a Competitive Advantage by Acquiring, Identifying, Developing, and Promoting the Best People
Authors:
Lance A. Berger
and
Dorothy R. Berger
Published:
December 2017
Pages:
608
eISBN:
9781259863561
|
ISBN:
9781259863554
Open eBook
Book Description
Table of Contents
Cover
Title Page
Copyright Page
Contents
Preface
Acknowledgments and Dedication
Introduction
Contributors
Part I Using Talent Management to Build a High-Performance Workplace
Chapter 1 Using Talent Management to Build a High-Performance Workforce
Chapter 2 From Blueprint to Action: Signals and Guidance for Successful Talent Management Programs
Chapter 3 Creating an Employer Brand that Attracts, Grows, and Retains the Right People
Part II Talent Management Building Blocks
Chapter 4 Formulating Competencies
Chapter 5 Driving Expertise and Innovation Through Competency Development
Chapter 6 Competencies for the Future Workforce
Chapter 7 Understanding How to Use Performance Management for Organization Success
Chapter 8 Using Performance Appraisals to Drive Organization Success
Chapter 9 Big Five Performance Management: A Quantum Leap in Employee Performance Appraisal
Chapter 10 Analytics-Based Enterprise and Corporate Performance Management (EPM/CPM)
Chapter 11 Forecasting Employee Potential for Growth
Chapter 12 Measuring Up for the Skills Revolution: Talent Assessment in the Human Age
Part III Talent Management Programs
Chapter 13 Integrating Succession Planning and Career Planning
Chapter 14 Succession Planning Challenges and Solutions
Chapter 15 CEO Succession Planning: A Process for Leading an Effective Management Transition
Chapter 16 Building a Development Culture: Everyone Is a Stakeholder
Chapter 17 How Workforce Trends Affect Outplacement Programs
Chapter 18 How Line Managers Can Foster Organization Performance Through Talent Enhancement
Chapter 19 Developing Leadership Potential Through 360-Degree Feedback and Coaching
Chapter 20 Developing Your Workforce: Measurement Makes a Difference
Chapter 21 Enriching Executive Development: The Essential Partnership Between Human Resources Professionals and Executive Coaches
Chapter 22 Change and Compassion: The Essence of Effective Coaching
Chapter 23 The Role of the Manager in Talent Management
Chapter 24 Novel Ways to Win the Battle for Great Talent
Chapter 25 Leading Practices in Building a Successful Approach to Talent Acquisition
Chapter 26 Social Recruiting: Pick Up the Pace or Be Left Behind
Chapter 27 Increasing Your Odds of Success in Picking the Right CEO
Chapter 28 Onboarding as a Critical Component of a Talent Acquisition Strategy
Chapter 29 Using Storytelling to Make Onboarding More Inspiring and Effective
Chapter 30 Using the Right Rewards Program to Help Your Talent Management Program Fuel Transformation
Chapter 31 Using a Total Rewards Strategy to Support Your Talent Management Program
Chapter 32 Aligning Total Compensation Programs with Organization Values, Strategy, and Talent Management Processes
Chapter 33 Using Compensation to Win the Talent Wars
Chapter 34 Developing an Effective Compensation Philosophy that Attracts, Motivates, Retains, and Develops Top Talent
Part IV Culture
Chapter 35 Driving Competitive Advantage Through Nontraditional Approaches to Engagement Surveys
Chapter 36 Using Diagnostic Assessment for Creative and Innovative Talent Management
Chapter 37 Characteristics of Innovative Individuals and Organizations
Chapter 38 Creating and Maintaining a Culture of Innovation, Engagement, Leadership, and Performance
Chapter 39 Reframing Creativity as a Martial Art
Chapter 40 Reimagining the Twenty-First-Century Employment Relationship: Aligning Human Resources and Corporate Social Responsibility Through Employment Policies and Practices
Chapter 41 Making Ethics an Integral Component of Your Talent Management System
Chapter 42 Building a Reservoir of Women Super Keepers
Part V Global Talent Management
Chapter 43 Acquiring and Retaining Expatriate Talent
Chapter 44 Developing Global Leadership Competencies
Part VI Big Data
Chapter 45 Talent Development Reporting Principles (TDRp): Standards for the Measurement, Reporting, and Management of Human Capital
Chapter 46 The Internal Labor Market Paradigm: A Model for Using Analytics to Evaluate and Interpret Workforce and Business Performance Data
Chapter 47 The Role of HR Technology in Talent Management
Chapter 48 Effective Talent Management Systems
Chapter 49 Realizing the Value of Big Data for Talent Management
Part VII Talent Management Competencies for Leaders and Professionals
Chapter 50 A Competency-Driven Approach to Talent Management Optimization
Chapter 51 Developing the Talent Developers
Chapter 52 Evolving Organization Development for the Future
Part VIII Significant Trends Affecting Talent Management Practices
Chapter 53 Balancing Talent and Organization Culture: A Winning Combination
Chapter 54 HR Levers that Drive Business Results
Chapter 55 Eight Trends Shaping the Future of Talent Management Programs
Index
