Index

 

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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