INDEX
agility principle, 120
organizational branding issue of, 34, 43, 43t
in organizational design, 116, 116t
in performance management, 104t
in reward systems, 88t
selection process analysis of, 58, 58t
in talent, 12
in talent management, 23–25, 30, 30t, 43
Amazon, 35
appraisal: gig and short-term worker, 102
performance-free zones in, 96
ratingless, 98
scheduled performance process in, 93
traditional performance, 90
Berrett-Koehler, 36
best practice, 1, 20, 29, 57, 60, 67, 120
blind audition, 49
Bridgewater Associates, 100
bureaucratic organization, 1–2, 10–11, 121
chief executive officer (CEO), 10, 110–114, 121
interview questions of, 52
chief financial officer (CFO), 109, 113
chief human resource officer (CHRO), 109, 111–115, 116t, 121
chief operating officer (COO), 111, 113–114
chief organizational effectiveness officer
chief talent officer (CTO), 111–116, 116t
competitive advantage, 68
of organizations, 26, 36, 66, 108, 111–112, 114, 118
talent management systems as, 15, 23
CrossKnowledge, 65
data: -based decision making in organizations, 29–30
in organizational design, 109–110, 114–115
in performance management, 95, 100–102, 104–105
in selection process, 47–48, 50
in talent management, 28–30
Deutsche Bank, 48
digital assistant, 6
Ernst and Young, 48
evidence based principle, 3, 114, 120
organizational branding as, 43, 43t
organizational decision making as, 29–30
organizational design as, 116t
performance management data and evaluations as, 104–105, 104t
reward systems effectiveness decisions as, 84–85, 88t, 89
selection process, 58t
talent development as, 72t
talent management as, 27–31, 30t, 43–44
face-to-face versus e-mail review, 102–103
FedEx, 3–4
forced distribution ratings approach, 97
forced ranking approach, 97–98
General Electric, 24, 34, 60, 67, 115
gig or short-term worker, 50, 67–68, 72–73, 78, 114
employer relationship of, 33, 41, 43t, 58, 62
performance pay for, 82–83
and short-term worker appraisals, 102
as talent access approach, 19
global business environment, 3, 12–13
continuous improvement need in, 5
financial capital availability in, 4
global sourcing in, 4
information technology in, 4
talent as global resource in, 4–5
Google, 4, 9, 29, 35–36, 77, 115
historic organization, 34–35
human resources (HR), 27, 40, 60, 63, 76, 121
administrative and strategic performance split in, 111
functions of, 1–3
in organizational design, 106–107, 112–117
percentage of time spent on roles of, 2t
performance management function of, 91–92
information technology industry, 3
change creation in, 5–6
digital assistants in, 6
employment relationships in, 6
in global business environment, 4
organization and talent management changes in, 120–121
for performance management, 94–95
workforce development in, 6
interview, 51–53
Jack in the Box, 113
“knowledge worker,” 6–7
Lynda.com, 65
McDonald’s, 3
“merit” salary increase, 81
Monster, 40
Myers-Briggs Type Indicator, 51
reward system example of, 80
talent development arrangement of, 63–64
onboarding process, 32, 46, 52, 54, 63–65
organization, 1
age diversity growth in, 7–8
agile talent management culture in, 25
alternative approaches to accessing talent in, 19–20
attraction and retention of high-performing individuals in, 22–23
bureaucratic use of talent in, 10–11
career approaches in, 24
competitive advantage of, 26, 36, 66, 108, 111–112, 114, 118
continuous change approach of, 9
current business and talent needs in, 24
evidence-and data-based decision making in, 29–30
gig and tour-of-duty, 67–68
global business environment of, 3–5
historic, 34–35
human-and machinecontrolled operations balance in, 6
information technology changes for, 120–121
“knowledge workers” in, 6–7
major challenge of talent-driven, 115
major changes in, 14t
social and environmental area performance of, 8
strategy development questions for, 18
sustainable corporate performance of, 9
talent as important asset and major expense in, 10
talent development difficulty in, 18–19
talent management as strategic advantage for, 25, 118, 120
talent management principles and practices adoption in, 120
traditional change model of, 9
treating people differently in, 27
triple-bottom-line standards in, 9, 16
organizational branding: agility issue in, 34, 43, 43t
communication in, 36–37
company website use in, 40
continued employment and fair treatment in, 34
employee financial incentives in, 40
employee skill needs in, 37
employment arrangement analysis in, 42
employment relationship in, 33, 37–38
formal statement on treatment of nonemployees in, 41
historic organizations in, 34–35
inaccurate employer brand effects in, 33
management type in, 36
monitoring effectiveness in, 36, 39, 40–41, 43–44
multiple messages sending in, 35
nonemployee talent in, 41–42
performance focused, 43t
physical and social environment types in, 37–38
positive and negative work factors in, 38–39
realistic employer brand in, 33–34, 39, 41
realistic strategy-driven employment deals in, 35–36
right balance in, 38
skills based in, 43t
social and environmental performance in, 36
social media growth in, 39–40
social media recruiting teams in, 40
strategy development discussion on talent attraction in, 33
strategydriven, 32–37, 42, 43t
survey use in, 39
talent attraction relevance to, 42–44, 43t
what to cover in, 34
organizational design: agility in, 116, 116t
business strategy influenced by talent management in, 112, 114, 116
chief executive officers in, 10, 15, 52, 108, 110–114, 121
chief financial officer in, 109, 113
chief human resource officer in, 109, 111–115, 116t, 121
chief operating officer in, 111, 113–114
chief organizational effectiveness officer in, 112–113, 115
chief talent officer in, 111–116, 116t
classic “star” model of, 106, 107f, 121–122
corporate board problems and help need in, 108
data gathering and analyzing in, 114–115
evidence based, 116t
executive team reporting options in, 111, 113–114
executive team talent decisions in, 110–111
human resource function in, 106–107, 112–117
Jack in the Box example of, 113
skills-based orientation to, 116, 116t
split reporting relationships in, 113–114
as strategy-driven, 107, 112, 114, 116, 116t
system fit in, 106
talent analytics function in, 114–115
talent committee need and focus in, 110
talent data review in, 109–110
talent management expertise in, 108–109, 111–112, 114–116
talent management knowledgeable board members in, 109
talent strategically managed in, 107
“walking the walk” in, 110
“past behavior is best predictor of future behavior,” 47, 53, 57
Patagonia, 36
pay rate, public disclosure of, 85–88
pay secrecy, 85–87
performance-appraisal-free zone, 96
performance focused principle, 104t
organizational branding, 43t
organizational design, 116, 116t
reward systems, 80–81, 88–89, 88t
in selection process, 47–48, 58t
talent development, 72t
talent management, 21–23, 30t, 42–43
performance management, 30t, 120
agility in, 104t
behavioral activity data availability in, 101
Bridgewater Associates employee monitoring example in, 100
as calendar-driven event, 93
calibration group process in, 99
calibration method and meeting for, 98–99
corporate changes in, 90–91, 105
data- and evidence-based evaluations in, 104–105, 104t
data-driven discussions in, 102
executive-led, 91–93
face-to-face versus e-mail review in, 102–103
forced distribution ratings approach in, 97
forced ranking approach in, 97–98
gig and short-term worker appraisals in, 102
human resources function in, 91–92
information technology for, 94–95
Internet communication as data for, 95
manager support structure for, 94, 96
measurability in, 104
measured effectiveness in, 95–96
mobile apps use in, 95
as ongoing, 94
performanceappraisal-free zones in, 96
performance discussions and goal setting for, 94, 104t
phantom or secret ratings use in, 98
rate and rank alternatives in, 98
rating errors in, 96–97
ratingless appraisals in, 98
research evidence on, 91
scheduled performance appraisal process in, 93
segmentation in, 104t
senior management support of, 92–93
skills and performance as core of, 103–104, 104t
social media and crowdsourcing data use risk in, 100
social media caveat in, 100–101
sports data and technology in, 101–102
strategy execution in, 91, 103, 104t
survey use in, 95–96
talent behavior in, 99–100
“time span of discretion” in, 93–94
top-down commitment to, 92
traditional performance appraisals dislike in, 90
variety of practices in, 104
wearable technology use in, 101
public disclosure of pay rate, 85–88
reward system: adjustments in pay for, 80
agility in, 88t
attracting and retaining employees with, 84–85
basing pay on jobs problem in, 76
bonuses as, 78
budgeted or corporate performancefunded bonus plan in, 83
choice idea gone wrong in, 84
compensation predominant approach in, 75–76
design of, 75
evidence-based decisions on effectiveness of, 84–85, 88t, 89
high reward levels relative to market in, 79
kind and level of expertise pay in, 76
market and performance pay in, 83
“merit” salary increases in, 81
Netflix example of, 80
operational issues of skills-and knowledge-based systems in, 77–78
pay fairness in, 87
pay-for-skills option in, 78–79
paying above market issue in, 79–80
pay rates for, 76
pay secrecy in, 85–87
performance-based, 80–81, 88–89, 88t
performance-based bonus plans in, 81–82
Proctor & Gamble skills-based pay example in, 76
profit sharing and stock ownership plans in, 81
public disclosure of pay rates in, 85–88
skills-and knowledge-based system in, 77, 88t
skills-based talent market in, 79
strategy driven, 88t
temporary or short-term employee
performance-based pay in, 82–83
turnover in, 88t
Sears, 34
segmentation principle, 107, 120–121
in organizational branding, 34–35, 38–39, 43, 43t
in organizational design, 116, 116t
in performance management, 104t
in selection process, 56–58, 58t
in talent development, 62–63, 70, 72t, 73
in talent management, 26–27, 30t, 31, 43
selection process: ability and personality testing in, 50–51
accurate information in, 45–46
attraction process integrated with, 45
blind audition use in, 49
coworkers and peers decision making in, 55–56
data gathering process in, 48
evidence based, 58t
expectations in, 46–47
gig site use in, 50
interview flaws in, 51–52
interview validity in, 52
job simulation and video game use in, 49–50
multiple processes for, 46, 56–57
“past behavior is best predictor of future behavior” in, 47, 53, 57
performance data availability in, 47–48, 58t
research on, 47
smartphone apps in, 48
social media relevance in, 54
structured interview importance for, 52–53
temporary work and internships in, 49–50
validation of, as continuing process in, 55, 58–59
work preview in, 53
work record in, 47–48
short-term worker. See gig or short-term worker
skills based principle: in organizational branding, 43t
organizational design orientation as, 116, 116t
performance management, 103–104, 104t
Proctor & Gamble pay example of, 76
selection process focus on, 46, 57, 58t
talent development, 61, 72–73, 72t
social media: in organizational branding, 39–40
in performance management, 100–101
in selection process, 54
“standardization and equal treatment approach,” 25–26
“star” model, 106, 107f, 121–122
strategy-driven principle: in organizational branding, 32–37, 42, 43t
in organizational design, 107, 112, 114, 116, 116t
in performance management, 91, 103, 104t
rewards systems, 88t
talent development as, 61, 72–73, 72t
talent management as, 16–20, 17t, 22, 30t, 42, 112, 118
survey: organizational branding use of, 39
performance management use of, 95–96
in talent development, 70
advanced technology dependent organizations use of, 11
agility in, 12
alternative approaches to accessing, 19–20
as asset and major expense in organizations, 10
attraction relevance to organizational branding, 42–44, 43t
availability of, 18
bureaucratic organizations use of, 10–11
career approaches to, 24
competitive advantage of, 11–12, 77
criticality of, 14
data review of, 109–110
as determinant of organizational effectiveness, 12
executive team decisions on, 110–111
as global resource in global business environment, 4–5
nonemployee, 41–42
organizational design analytics function of, 114–115
performance management behavior of, 99–100
retention of, 22–23, 25, 63–66, 68–70, 84–85
skills-based market in, 79
strategy development discussion on attraction of, 33
turnover costs regarding, 11–12, 27, 68–69
talent attraction. See organizational branding
talent development: agility in, 72t, 73
AT&T career model example in, 67
business strategy and skills in, 72–73
career models in, 66–67
changes in, 60
company development area versus labor
effectiveness of, 73–74
employee development arrangements clarity in, 63
employment models and mix of, 61–62
as evidence based, 72t
gig and tour-of-duty organizations view of, 67–68
individual’s performance as base for, 65–66
Internet-based training and development programs for, 65
multiple talent models in, 62–63
Netflix talent arrangements example in, 63–64
onboarding success determinant in, 64–65
organizations difficulty in, 18–19
performance focused, 72t
public reporting practices in, 71–72
realistic job preview in, 64
satisfaction factors in, 69
segmentation in, 62–63, 72t, 73
skill identification in, 61
strategic analysis for, 61
as strategy driven, 72–73, 72t
supervisors regarding, 64
survey use in, 70
talent measurement systems in, 71
talent retention in, 68–70
talent treatment reporting in, 70–71
training time as lost production time in, 65
turnover issue in, 68–72
talent management: agility in, 23–25, 30, 30t, 43
attraction and retention of high-performing individuals in, 22–23
balancing retention and realistic promises in, 25
bureaucratic talent management systems in, 21
business strategy influenced by, 112
challenges in, 14–15
chief executive officer-led change in, 121
as competitive advantage, 15, 23
cooperative and team behavior in, 22
diversity change in, 13
evidence based, 27–31, 30t, 43–44
five management areas of, 17f, 118
globalization change in, 12–13
information technology changes for, 120–121
job-based bureaucratic model of, 1–2
job-based versus skills-and-competencies based, 21
key practices in five management areas of, 119f, 120
major changes in, 14t
in organizational design, 108–109, 111–112, 114–116
as organizations strategic advantage, 25, 118, 120
performance focused, 21–23, 30t, 42–43
principles of and workplace changes in, 30–31, 30t
reasonable individualization in, 26–27
research and data analysis in, 28–29
segmentation and individualization approach to, 26–27, 30t, 31, 43
skills and competencies based, 20–21, 30t
“standardization and equal treatment approach” in, 25–26
strategic analysis of performance need in, 22
as strategy driven, 16–20, 17t, 30t, 42, 112, 118, 122
studies of, 29
sustainability in business models of, 13
talent attraction relevance to, 42–44
talent availability in, 18
talent criticality in, 14
traditional bureaucratic organization negative impact of, 121
turnover in, 28
talent retention, 22–23, 25, 63–66, 68–70, 84–85
“time span of discretion,” 93–94
tour-of-duty organization, 67–68
triple-bottom-line accountability, 9, 16
turnover, 36, 44–45, 55, 72t, 79, 86
early, 65
Google practices about, 115
in reward systems, 88t
talent cost regarding, 11–12, 27, 68–69
talent development issue with, 68–72
in talent management, 28
Uber, 68
Unilever, 9
UPS, 3–4
Upwork, 41–42
Upworth, 68
“walking the walk,” 110
wearable technology, 101
age diversity of, 7–8
major changes in, 14t. See also gig or
short-term worker
work record, 47–48
Zappos, 36–37