Talent Management Strategies

Talent Management Strategies revealed Expertly designed, implemented and managed, talent management will certainly improve strategic performance and business effectiveness, and may sustain business success. The potential of Talent Management cannot and should not be ignored. A talent management strategy will improve your organisational performance through better identifying, sourcing, developing, rewarding, motivating and retaining the talent that keeps you ahead of your competitors. This management report: Sets a talent agenda - discover how the implications, issues and emerging practices of talent management have to be rationalised into a coherent and achievable agenda for action. Reveals, through case studies, the experiences, good and bad, that international organisations have encountered in implementing and developing talent management strategies. Details the necessary success factors to effectively implement a talent management agenda, along with the continuous issues that case organisations have to overcome. Discloses the results, and provide insightful analysis, from a survey conducted exclusively for this report among 143 leading organisations. Examines the trends, describe emerging practices, address the underlying issues and raise the challenges of talent management.

Chapter 1: The Case for Talent Management
Executive Summary
Section A: The Talent Imperative
Section B: Drivers and Trends
Section C: The Talent Focus
Section D: Setting the Business Case
Section E: Overview – Talent Challenges
Key Learning Points
Case Study: St Luke's Communications
Chapter 2: Positioning and Structuring Talent Management
Executive Summary
Section A: The Internal Rationale
Section B: Positioning Talent Management
Taking a Proactive Approach
Case Report: South African Breweries – Strategic People Resourcing
Case Report: CP&L Energy – Strategic Recruiting
Positioning Talent Management: Key Learnings
Section C: Realigning Talent Management
Adverse Effects on Talent
Case Report: Modem Media – Rebuilding the Talent Base
Case Report: Ogilvy Public Relations Worldwide – Managing Downturn
Realigning Talent Management: Key Learnings
Section D: Structuring and Organizing Talent Management
Delivering Talent Management
Case Report: First Data Corporation – HR/OD Partnership
Case Report: Mariner7 – External HR Provision
Structuring Talent Management: Key Learnings
Section E: Overview – Talent Challenges
Key Learning Points
Case Study: First Data Corporation
Chapter 3: Building Brands and Value Propositions
Executive Summary
Section A: The Strategic Case
Section B: Developing Brands and Reputations
The Brand Imperative
Case Report: PETsMART Inc – Creative Brand Building
Case Report: BP – Technology-enabled Brand Building
Developing Brands: Key Learnings
Section C: Converting Brands to Value Propositions
Employee Value Propositions
Case Report: Southwest Airlines Company – A Fun Environment
Case Report: South Auckland Health – Promoting Medical Excellence
Converting Brands to Value Propositions: Key Learnings
Section D: Culture and Work Environment
Developing the Cultural Ethos
Case Report: The Motley Fool – A Foolish Culture
Case Report: Operations Management International Inc – The Team-based Environment
Culture and Work Environment: Key Learnings
Section E: Overview – Talent Challenges
Key Learning Points
Case Study: Agilent Technologies
Chapter 4: Defining the Talent Groups
Executive Summary
Section A: Talent Needs and Solutions
Section B: Identifying Top Talent
The Executive Imperative
Case Report: Dow Chemical Company – Leader Development Network
Case Report: BASF UK – Talent Planning Process
Identifying Top Talent: Key Learnings
Section C: Focusing on Key Talent Groups
Defining Key Talent
Case Report: American Family Insurance – Sourcing and Keeping IS Talent
Case Report: Cellular Operations Ltd – Developing Call Centre Talent
Key Talent Groups: Key Learnings
Section D: Developing Talent Pools
An Egalitarian Approach
Case Report: KARLEE Company – The Family-oriented Organization
Case Report: Azuremed Ltd – The One Team Approach
Developing Talent Pools: Key Learnings
Section E: Overview – Talent Challenges
Key Learning Points
Case Study: Carter Holt Harvey
Chapter 5: Deploying Talent Interventions
Executive Summary
Section A: Challenging Talent Assumptions
Section B: Sourcing and Selecting Talent
The Sourcing Challenges
Case Report: Seattle Police Department – Challenging Recruitment Assumptions
Case Report: Getty Images Inc – Sourcing Global Talent
Sourcing and Selecting Talent: Key Learnings
Section C: Learning and Personal Growth
The Growth Imperative
Case Report: Ogilvy Public Relations Worldwide – Attract, Grow and Keep Intervention
Case Report: Southwest Airlines – Career Development and Learning
Learning and Personal Growth: Key Learnings
Section D: Building Motivation and Loyalty
Deciding on the Levers
Case Report: Remedy Corporation – A Cultural Fit
Case Report: Manpower Plc – Best Employment Practice
Building Motivation and Loyalty: Key Learnings
Section E: Overview – Talent Challenges
Key Learning Points
Case Study: Manpower Plc
Chapter 6: Managing Talent Effectively
Executive Summary
Section A: The Manager/Supervisor Imperative
Section B: Rethinking Work and Performance
Challenging the Status Quo
Case Report: St Luke's Communication – Managing Co-owner Talent
Case Report: Fujitsu Network Communications – the People Value Chain
Rethinking Work and Performance: Key Learnings
Section C: Creating Management Involvement
Using Direct Approaches
Case Report: The Hartford Group – Managers as Key Developers
Case Report: Support Technologies Inc – Managers as Talent Recruiters
Creating Management Involvement: Key Learnings
Section D: Rethinking Systems and Accountability
The Accountability Imperative
Case Report: International Paper – Introducing Supervisor Accountability
Case Report: ST Microelectronics – Human Capital Systems and Accountability
Rethinking Systems and Accountability: Key Learnings
Section E: Overview – Talent Challenges
Key Learning Points
Case Study: International Paper
Chapter 7: Evaluating Talent Management
Executive Summary
Section A: The Imperative of Evaluation
Section B: Using Strategic Frameworks
Making Evaluation More Strategic
Case Report: South African Breweries – People Reviews and Balance Sheets
Case Report: BC Hydro Transmission and Distribution – Deploying an HR Scorecard
Using Strategic Frameworks: Key Learnings
Section C: Evaluating Talent Interventions
Measuring Operational Outcomes
Case Report: Carter Holt Harvey – Evaluating High Potentials
Case Report: Sears Roebuck & Company – Evaluating Training and Education
Evaluating Talent Interventions: Key Learnings
Section D: Evolving Evaluation Approaches
Rethinking Talent Evaluation
Case Report: Strategic Dimensions Ltd/BASF UK – At Risk Talent Inventories
Case Report: Humax Corporation – Social Capital Assessment
Evolving Evaluation Approaches: Key Learnings
Section E: Overview – Talent Challenges
Key Learning Points
Case Study: South African Breweries Plc
Chapter 8: Reviewing Talent Management
Executive Summary
Section A: Assessing the Implications
Section B: Refreshing the Focus
Section C: Evaluating Emerging Practices
Section D: Setting a Talent Agenda
Section E: Overview – Ongoing Talent Challenges
Key Learning Points
Case Study: ST Microelectronics
Appendix 1 – Survey Results
Appendix 2 – Listings
References
Index

Chapter 1: the Case for Talent Management provides the context for the subject, its imperatives, drivers and different focuses that lead to significant developments in adopting organizations. A case study on St Luke’s Communications is provided.
Chapter 2: Positioning and Structuring Talent Management examines its internal rationale, how efforts are positioned, structured and organized and the challenges being faced in this area. The case study is First Data Corporation.
Chapter 3: Building Brands and Propositions discusses how a talent focus is applied to the employment deal by strengthening the appeal of a corporate image and by rethinking what it is that differentiates an organization in the eyes of its employees. The case study is Agilent Technologies.
Chapter 4: Defining the Talent Groups emphasizes the importance of specific talent groups that can have significant impacts on strategic performance including executive, professional and operational groups, defined talent pools or segments of the whole workforce. The case study is Carter Holt Harvey.
Chapter 5: Deploying Talent Interventions examines how talent management interventions are identified, sourced, prioritized, introduced and adapted in the light of external/internal contextual issues, especially those that optimize performance and employee loyalty. The case study is Manpower plc.
Chapter 6: Managing Talent Effectively discusses shortcomings in managing talent as a critical imperative and provides developments in management involvement, building accountability, rethinking work and improving performance management. The case study is International Paper.
Chapter 7: Evaluating Talent Management describes different approaches that can be applied to evaluation, including strategic frameworks, talent measures and emerging concepts such as employee value measurement and human/social capital assessment. The case study is South African Breweries.
Chapter 8: Reviewing Talent Management considers its implications, how a talent focus is refreshed and helps construct an agenda for change, including the use of emerging practices and the ongoing challenges that talent management always brings. The case study is ST Microelectronics.

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