A | C |
Accenture, 84 | Cappelli, P., 13-22, 59 |
accountability | career advancement, providing internal opportunities, 19-20 |
engagement and retention and,129-130 | |
career development and growth, 125 | |
lack of, 35 | Christenson, C., 94 |
teamwork and, 217-218 | Cisco, 9-10, 93-99 |
action learning programs, 149-150,156-167 | collaboration, 98, 196-197, 218-219 |
Communication Catalyst (Connolly), 28 | |
Advanced Human Resource | communication/conversations |
Management Program, 149 | importance of, 28-29 |
Agilent, 10, 23-30 | shared, 36 |
alignment, 52-53, 57 | compensation and rewards, integrating |
Amazon, 168 | with learning and development |
America’s Army, 50 | alignment, 57 |
Anderson, B., 149, 154 | benefits, achieving, 62-63 |
appraisal systems. See performance | benefits of, 61-62 |
management | business involvement and ownership, |
creating, 68-70 | |
B | differentiation between the systems,58-60 |
Barnard, C., 93 | |
Beatty, R. W., 60 | governance group, creation of, 73-74 |
Becker, B. E., 60 | Hertz case study, 65-74 |
behavioral tools, 51 | identifying results, objectives and |
Bennis, W., 147 | outcomes, 70-73 |
Best Buy, 149, 150, 154, 156, 168 | integrate systemically, 66-67 |
binding, 197 | interdependency issues, 67-68 |
borrowing, 197 | organizational capability, 57-58 |
recruiting and, 38 | |
Bossidy, L., 156 | strategies, choosing, 60-61 |
bouncing, 197 | |
competencies | |
bounding, 197 | aligned with strategies, 194-195 |
building, 196 | focus on, 58-59, 218 |
buying, 196 | |
competency model aligning with business | reasons given for staying on, 122-123 |
strategy, 96-97 | stay interviews, 123-124 |
Connolly, M., 28-29 | steering committee, role of, 125-126 |
consultants/advisers, use of, 203-204 | 3M case study 133-142 |
contribution, need for, 199-200 | error rates, 35 |
cooperation, 36 | exit interview |
coordination, 35, 37 | data, analysis of, 126 |
Council on Foreign Relations, 93 | example, 107-110 |
CP, 150, 160 | ExxonMobil, 84, 149 |
D | F |
decision-making criteria, 24 | Facebook, 50, 167 |
developing costs, reducing, 17-18 | FedEx, 42 |
Differentiated Workforce, The (Becker, | feedback from top management, 97-98 |
Huselid, and Beatty), 60 | focus groups and interviews, conducting,127 |
differentiation, 60-61, 63 | |
disruption, 94 | forced-distribution approach, 84-85 |
diversity, 197-198 | Ford Motor Co., 150, 160 |
Drive: The Surprising Truth About What | forecasting, 16 |
Motivates Us (Pink), 58 | future pull session, 126-127 |
E | G |
EDS, 84 | GE, 9, 84, 150-167, 171-177 |
Edwards Lifesciences, 9, 111-118 | Geek Squad, 149 |
effort, duplication of, 35 80/20 | global recruiting, 38 |
rule, 154-156 | goal setting, performance management and, 82-83 |
employee education, 3M case study,138-139 | |
Goldsmith, M., 103-110 | |
employment brand, 49-50 | Google, 167, 168 |
employment value proposition, 49-50 | Grupo Salinas, 150, 160 |
engagement and retention | |
activities, 125 | H |
appointing person in charge of, 128 | Halloran, J., 25 |
data, compiling and presenting,127-128 | Hertz, 9, 65-74 |
hiring | |
economic conditions, role of, 130-131 | See also succession planning/ |
employees, role of, 129 | management |
evaluation and accountability systems,129-130 | alignment, 52-53 |
exercise, 47-48 | |
exit-interview/turnover data, analysis of, 126 | importance of, 45 |
leadership development and external | |
focus groups and interviews, | hires, 105 |
conducting, 127 | personal choice, role of, 46 |
future pull session, 126-127 | recruiting effectiveness of, steps for, 48-50 |
importance of, 121-122 | |
management, engaging, 128-129 | selection tools, 51-53 |
management, surveying, 126 | Honeywell, 149 |
hospital case study, 179-185 | hospital case study, 179-185 |
Huselid, M. A., 60 | judgment framework, 148-149 |
pipeline audit, 155-156 | |
I | point of view, articulating teachable,154 |
IBM, 105 | |
Immelt, J., 172, 173 | skills, 147 |
Infosys, 167 | 3M case study, 135-138 |
Ingham, J., 57-64 | top down approach, 160 |
innovation, 40 | leadership document defined, 24-25 |
integrated talent management. See talent | learning and development, integrating |
management integration | with compensation and rewards |
integration, recruiting and, 37 | alignment, 57 |
Intel, 160 | benefits, achieving, 62-63 |
interview tools, 51 | benefits of, 61-62 |
Intuit, 149, 156, 160 | business involvement and ownership, |
creating, 68-70 | |
J | differentiation between the systems,58-60 |
job fit tools, 51 | governance group, creation of, 73-74 |
Johnson, C. L., 133-143 | Hertz case study, 65-74 |
Johnson, J., 171-178 | hospital case study, 179-185 |
Jordan-Evans, S., 121-132 | identifying results, objectives and |
Joyce, L. W., 45-54 | outcomes, 70-73 |
Judgment (Bennis and Tichy), 147 | integrate systemically, 66-67 |
interdependency issues, 67-68 | |
K | organizational capability, 57-58 |
Kane, D., 156 | strategies, choosing, 60-61 |
Kaye, B., 121-132 | Lencioni, P., 216 |
keepem.com, 124 | Lenovo, 167 |
Kirpatrick’s model, 63 | line manager ownership, 202-203 |
Kouzes, J., 180 | LinkedIn, 50 |
Kovach, R., 91-100 | |
M | |
L | management |
Lalor, A. S., 133, 139 | appraisal of, 87 |
Lawler, E. E. III, 79-90 | engagement and retention and |
Leadership Challenge, 180 | surveying, 126 |
leadership development | engagement and retention and using,128-129 |
action learning programs, 149-150,156-167 | |
line manager ownership, 202-203 | |
Best Buy case study, 149 | performance management and role of |
dimensions needed for reframing, 152 80/20 | top, 81-82, 97-98 |
rule, 154-156 | Mercedes-Benz, 149 |
external hiring and, 105 | merger, 37 |
GE case study, 150-167, 171-177 | merger-and-acquisition teams, 40 |
global, 147-168 | Microsoft, 167 |
guidelines, 153-160 | Mussallem, M., 9, 117 |
cascade strategy, 82 | |
N | |
National Center for Healthcare | goals, setting measurable, 82-83 |
Leadership, 180 | linking rewards to performance, 86-87,97 |
Neal, A., 91-100 | |
Netflix, 61 | online review discussions, 87-89 |
Nokia, 150 | rating outcomes versus rating people,84-85 |
Numera Securities, 150, 160 | |
senior management, involvement of,81-82 | |
O | |
Oehler, K-H, 65-75 | support versus ownership, 82 |
offboarding, 39 | talent development objectives, setting,83-84 |
onboarding, 38, 125 | |
training of managers and employees,85-86 | |
online review discussions, 87-89 | |
organizational capability, 57-58 | Phillips, R., 179-185 |
organizational performance, 92 | Pink, D., 58 |
Organization Development and | portfolios, 19 |
Human Resources Management,149 | Posner, B., 180 |
process delays, 35 | |
orientation, 125 | professionals, targets of, 203 |
outcomes | |
measuring, 201-202 | R |
rating, 84-85 | rating outcomes versus rating people,84-85 |
P | recruiting |
Paul, K. B., 133-142 | actions for improving, 40-41 |
Pepsi, 150 | contacting candidates, 50 |
performance appraisals | criteria for integrating, 36 |
See also performance management | direct relationships, 38 |
principles | effectiveness of, measuring, 42, 50 |
problems with, 79, 80-81 | engagement and retention and,125 |
performance management business integration, 92 | |
global, 38 | |
challenging the status quo, 98-99 | importance of integrating, 33-34 |
imperatives, 91-92 | indirect relationships, 39-40 |
linking rewards to, 86-87, 97 | isolation, negative consequences of,34-36 |
management, feedback from top,97-98 | |
levels of working together, 36-37 | |
need for extreme, 93-95 | resistance, anticipating, 41-42 |
need for new models, 92-93 | steps, 48-50 |
new issues facing, 95-99 | Reindl, R., 111-118 |
objectives, 80 | relocation, 38 |
of organization, 92 | |
purpose of, 99 | re-recruiting, 125 |
recruiting and, 39 | resistance, anticipating, 41-42 |
return-on-investment, 92 | retention, 39-40 |
performance management principles | See also engagement and retention |
appraising appraisers, 87 | return-on-investment, 92, 202 |
rewards | talent management |
See also compensation and rewards, | career advancement, providing internal |
integrating with learning and | opportunities, 19-20 |
development | components of, 8 |
linking to performance, 86-87, 97 | defined, 7-8, 13 |
risk, managing, 16 | developing costs, reducing, 17-18 |
Roche, T., 23-30 | failures in, 13-14 |
Royal Bank of Canada, 160 | goal of, 15 |
Royal Dutch Shell, 149-150, 156, 160 | new ways to think about, 15-16 |
subtasks, 13 | |
succession planning/management, | |
scenario planning, 16 | alternatives to, 18-19 |
screening tools, 51 | workforce planning, 16 |
SecondLife, 50 | talent management integration |
simulations, 16 | challenges of, 214 |
skills, shared, 40 | classic versus integrated organizations,214-215 |
Society for Human Resource | |
Management, 14 | collaboration, 218-219 |
staffing models, 59 | common planning, 216-217 |
competent processes, 218 | |
stakeholders responsible for building | linking both systems, 215 |
talent, 202 | methods for pursuing, 219-220 |
stay interviews, 123-124 | teamwork and accountability, 217-218 |
steering committee, role of, 125-126 | talent management lessons |
succession planning/management | applications, ensuring, 25 |
alternatives to, 18-19 | communication/conversations, |
CEO, engaging, 117 | importance of, 28-29 |
continuity and internal, 105-106 | consistent principles, 26 |
development jobs, knowing, 114-115 | decision-making criteria, 24 |
Edwards Lifesciences case study,111-118 | leadership document defined, 24-25 |
living changes, 29-30 | |
exiting gracefully, example, 107-110 | monitoring actions, 28 |
internal versus external successors,103-106 | output versus input, 27-28 |
talent segmentation, 25-26 | |
leadership development and external, 105 | talent targets, setting and analyzing,26-27 |
reasons for using external, 106-107 | |
results, emphasizing, 117 | talent management principles |
top talent, retaining, 115-116 | collaboration, 196-197 |
Sullivan, B., 24-29 | competencies aligned with strategies,194-195 |
Sullivan, J., 33-43 | |
synchronization, 37 | consultants/advisers, use of, 203-204 |
contribution, need for, 199-200 | |
diversity and unity, role of, 197-198 | |
tag line, 49-50 | focus on all performers, 198-199 |
talent acquisition. See recruiting | internal and external assessment of |
talent brand, 50 | employees, 195-196 |
talent development objectives, setting,83-84 | internal and external benefits of talent191 |
talent management principles (continued) | Tichy, N. M., 147-170 |
line manager ownership, 202-203 | Tivo, 15 |
outcomes, measuring, 201-202 | training |
professionals, targets of, 203 | managers and employees and perfor- |
stakeholders responsible for building | mance management, 85-86 |
talent, 202 | new hire, 38 |
summary of, 205-207 | turnover |
talent targets and initiatives, defining,190-191, 192-193 | See also engagement and retention |
analysis of, 126 | |
teamwork, role of, 194 | |
technology, role of, 200-201 | U |
Talent on Demand: Managing Talent in an Age | Ulrich, D., 189-211 |
of Uncertainty (Cappelli), 59 | U.S. military, 42 |
talent pools, 19 | unity, 197-198 |
talent segmentation, 25-26 | |
talent targets | W |
defining, 190-191, 192-193 | Walmart, 42, 150 |
setting and analyzing, 26-27 | Welch, J., 150, 156 |
Taleo, 19 | Whirlpool, 149 |
Taylor, F., 93 | Whole Foods, 61 |
teamwork, role of, 194, 217-218 | Wikipedia, 95 |
technology, role of, 200-201 | Wilde, K. D., 213-220 |
3M, 9, 133-142 | workforce planning, 16, 39 |
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