![]() ![]() Superkeepers are a very small group of individuals who have demonstrated superior accomplishments, have inspired others to attain superior accomplishments, and who embody the core competencies and values of the organization. The identification, selection, development, and retention of Superkeepers. Based on our research, we discovered that successful companies either articulate or intuitively focus on three outcomes.ġ. Before launching into a systematic approach to managing talent, however, it’s important to understand the goals of proactive talent management. Our conclusions based on this research were simple: to optimize an organization’s ability to achieve sustained excellence, it must recognize the need for proactive talent management and have a systematic way of accomplishing the activity. The organizations that failed took a more casual, traditional approach. The successful organizations focused on proactively and systematically managing their human resources along these lines. These conditions were: a performance-oriented culture, low turnover (particularly in premium employee groups), high levels of employee satisfaction, a cadre of qualified replacements, effective investment in employee compensation and development, and the use of institutional competencies (success factors) in employee selection and performance evaluation processes. The results of the study suggested that six human resources conditions had to be met. The study examined organizations that had survived and prospered, and those that had failed, over a 25-year period. IN THE 1990s, LBA CONSULTING GROUP UNDERTOOK A MAJOR STUDY THAT focused on identifying the factors that most contributed to the creation and sustenance of organization excellence. Introducing a Talent Management System Chapter 1 Creating a Talent Management System for Organization Excellence: Connecting the Dots Sibson Consulting, and Towers Perrin, The Talent Management Handbook is an authoritative resource for creating and maintaining excellence in your organization through people management. And it will help you combine your organization’s diverse human resources activities into a single, cogent system.įeaturing best practices from leading companies as well as contributions from field experts who hold top positions in such leading HR consultancies as AON Consulting, The Hay Group, Hewitt Associates, Right Management Consulting. It is full of simple, efficient, easy-to-follow methods for assessing, planning, and developing high-value people to meet your organization’s current and future needs. The Talent Management Handbook will help you design career plans that boost employee morale, as well as create and sustain excellence in your organization. How to link your employee assessment process to career planning and development ![]() Six human resources conditions necessary for organization excellenceģ. A system for integrating three human resources “building blocks”: organizational competencies, performance appraisal, and forecasting employee/manager potentialĢ. It’s a quick read and well worth the time for anyone interested in developing the talent in their organization.The Talent Management Handbook explains how organizations can identify and get the most out of “high-potential people” by developing and promoting them to key positions.ġ. The concepts in this book are easy to digest, the format provides the reader with an example for incorporating the principles into the workplace, and the story is engaging. ![]() One of the first issues Allen addresses is my own pet peeve (and perhaps those of others), which is the term “human resources.” Personally, I like to think of myself as a person with skills, talents, emotions, intellect, and even baggage that I bring to an organization, rather than a resource the organization has acquired like a drum of oil or a factory machine. At the end of each chapter there is an “Organizational Assessment” and “Questions for Personal Reflection” that can be used to assist your organization on how to address the highlighted principle of the chapter. Each chapter is dedicated to how she addresses problems that are common to organizations and offers the key principle for resolving each one. We follow Maria Green the newly hired CPO of Capital View, a large consulting organization, as she uses each of the 13 talent management principles to train her CEO and company leadership on how to better engage their talent. The book is based on 13 Talent Management Principles.įull of wisdom, practical insights, and how-tos the book is told in an engaging story format. Disclosure: I saw an early version of the first chapter of this book and encouraged Mark to finish the book and then eagerly awaited its publication.Īllen has written a fable about the process of hiring, developing, retaining, and creating a culture that not only says, “People are our most valuable asset,” but shows how to put action behind those words. ![]()
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