The Talent Management Handbook : Making Culture a Competitive Advantage by Acquiring, Identifying, Developing, and Promoting the Best People, 3rd Edition

The go-to guide to strategic talent management— revised and reorganized for the new world of business

HR professionals, CEOs, and high-level executives routinely consult The Talent Management Handbook to drive spectacular results for their staff and for their organization. This comprehensive guide provides everything you need to build and manage a diverse, talented, and motivated workforce—the lynchpin to succeeding in today’s hyper-competitive world.

Each section of the book provides the most current HR processes, practical management tools and techniques, and invaluable resources that will help you:

• Attract new talent and retain the cream of the crop
• Design career plans that boost employee morale
• Improve performance through a personal value exchange
• Coach, develop, and inspire raw talent and prepare the CEOs of the future
• Improve the performance review process
• Create a culture of innovation and sustainability

This updated edition retains all the frameworks, methods, and insights that have made the book a classic in the field, and it includes brand-new information about talent acquisition, professional development, big data, global talent, and more.  

Packed with best practices from the world’s leading talent management firms, associations, and top talent management thinkers—Korn Ferry-Hay Group, Mercer, Society for Human Resources Management, Association for Talent Management, Center for Creative Leadership, Dave Ulrich, and Marshall Goldsmith just to name a few. The Talent Management Handbook is the all-in-one resource you need to drive organizational excellence and seize the competitive edge.

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 Workplace
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
Building Block 1 : Competency Assessment
Chapter 4 : Formulating Competencies
Chapter 5 : Driving Enterprise and Innovation Through Competency Development
Chapter 6 : Competencies for the Future Workforce

Building Block 2 : Performance Appraisals
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)

Building Block 3 : Potential Forecasting
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
Program 1 : Talent Positioning : Succession and Career Planning and Outplacement
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

Program 2 : Talent Enhancement : Coaching, Training, Education, and Development
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

Program 3 : Talent Mobility : Acquisition, Onboarding, and Outplacement
Chapter 24 : Novel Ways to Win the Battle for Great Talent
Chapter 25 : Leading Practices in Building a More 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

Program 4 : Compensation
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 Resource 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 HT 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