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Strategy-Driven Talent Management

Strategy-Driven Talent Management A Leadership Imperative

Author: Rob Silzer; Ben E. Dowell
Publisher: Pfeiffer
ISBN: 9780787988470
Published In: November 2009
Format: Hardback , 928 pages
Jurisdiction: International ? Disclaimer:
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Contents
Author

Details

A Publication of the Society for Industrial and Organizational Psychology

Features:

shows how to build competitive advantage through an integrated and strategic talent management program.

summarizes what it takes to attract, develop, deploy, and retain the best talent for the strategic needs of an organization.
reviews critical issues such as managing talent in global organizations and measuring the effectiveness of talent management programs.
Includes case examples and CEO interviews from leading-edge companies such as PepsiCo, Microsoft, Home Depot, Cargill, and Allstate, which reveal how each of these organizations drives talent management with their business strategies.

Praise for Strategy-Driven Talent Management

"Silzer and Dowell's Strategy-Driven Talent Management provides a comprehensive overview of the different elements of the best talent management processes used in organizations today. This is a valuable resource for leaders and managers, HR practitioners and anyone involved in developing leadership talent."
—Ed Lawler, Professor, School of Business, University of Southern California

"Talent is the key to successful execution of a winning business strategy. Strategy-Driven Talent Management by Silzer & Dowell provides a thorough and very practical guide to building and managing talent based on the strategic needs of the organization. Business leaders will find this an excellent resource with many interesting examples and best practices from leading companies."
—Herbert L. Henkel, Chairman and Chief Executive Officer, Ingersoll Rand

"Thanks to Strategy-Driven Talent Management, we can move from an attractive idea of talent management to practices that deliver. This book brings the work of practitioners—the people who are inventing, crafting, and shaping the field of talent management—to the forefront. Their collective experiences and insights will certainly enrich your own research and practice."
—Cynthia McCauley, PhD, Senior Fellow, Center for Creative Leadership

"It is exciting to see that Rob Silzer and Ben Dowell have given us the state of the art in 2010 of integrating human resource issues into strategic management. This volume is a must read for human resource and line leaders alike. The journey is far from over, but this volume of work will chart the course for further progress."
—Noel Tichy, Professor, Management and Organizations, University of Michigan, Ross School of Business

Section One.

Chapter One Strategic Talent Management (Rob Silzer And Ben Dowell).

Chapter Two: Building Competivive Advantage Through Integrated Talent Management (Marcia Avedon And Gillian Scholes).

Section 2 Key Practices.

Chapter Three Building The Talent Pipeline: Attracting And Recruiting The Best And Brightest (Leslie W. Joyce).

Chapter Four Ropes To Skip And The Ropes To Know: Facilitating Executive Onboarding (Seymour Adler And Lorraine Stomski).

Chapter Five Identifying And Assessing High Potential Talent (Rob Silzer And Allan Church).

Chapter Six Developing Leadership Talent: Delivering On The Promise Of Structured Programs (Jay Conger).

Chapter Seven Developing Leadership Talent Through Experiences (Paul Yost And Mary M. Plunkett).

Chapter Eight Changing Behavior One Leader At A Time (Sandra Davis And Robert Barnett).

Chapter Nine Managing Leadership Talent Pools (Ben Dowell).

Chapter Ten Employee Engagement: A Focus On Leaders (Jeff Schippmann).

Section 3 Critical Issues.

Chapter Eleven Building Functional Competence To Enhance Functional Capability (Suzan Mcdaniel And Erika D'egidio).

Chapter Twelve Managing And Measuring The Talent Management Function (John Scott, Steven Rogelberg And Brent Mattson).

Chapter Thirteen Managing Talent In Global Organizations (Thomas Ruddy And Pooja Anand).

Chapter Fourteen Managing Talent In China (Ellizabeth Weldon).

Section 4 Perspectives.

Chapter Fifteen Take The Pepsi Challenge: Talent Development At Pepsico (Allan Church And Janine Waclawski).

Chapter Sixteen Integrated Talent Management At Microsoft (Paul Yost).

Chapter Seventeen They Can Do It! – You Can Help! A Look At Talent Practices At The Home Depot (Leslie Joyce).

Chapter Eighteen Allstate's “Good Hands” Approach To Talent Management: An Interview With Ed Liddy And Joan Crockett (John Boudreau).

Chapter Nineteen A View From The Top On Talent Management: An Interview With Warren Staley, Recently Retired Ceo Of Cargill Incorporated (Sandra Davis).

Chapter Twenty Chief Human Resource Officer Perspectives On Talent Management (Marcia Avedon, Mirian Graddick–Weir, Stephen Cerrone And Rob Silzer).

Chapter Twenty-One The Future Of Strategic Talent Management (Ben Dowell And Rob Silzer).

Section 5 Bibliography.

Annotated Talent Management Bibliography (Rob Silzer And Josh Fyman).

About The Authors.

Name Index.

Subject Index.

Rob Silzer is the managing director of HR Assessment and Development, Inc. For more than twenty-five years he has consulted with managers, HR professionals, executives, and CEOs from more than 150 organizations. Dr. Silzer specializes in executive and management leadership, assessment, selection, coaching, and development, and in strategically driven HR systems. He is editor of The 21st Century Executive: Innovative Practices for Building Leadership at the Top and co-editor with Richard Jeanneret of Individual Psychological Assessment: Predicting Behavior in Organizational Settings.

Ben E. Dowell is an independent talent management consultant. He was vice president of talent management for the Bristol-Myers Squibb Company. His experience spans 30 years primarily working within companies to align talent management actions, systems, and processes with the strategic needs of the enterprise. Dr. Dowell specializes in talent management processes for senior leaders including succession planning and management, executive selection, and executive coaching.

The Society for Industrial and Organizational Psychology (SIOP) is a 4,000-member Division within APA. The Professional Practice Series provides practitioners and students with guidance, insights, and advice on how to apply the concepts, research findings, methods, and tools from I-O psychology to address human-capital issues in organizations.