The Talent Management Handbook explains how organizations can identify and get the most out of “high-potential people” by developing and promoting them to key positions.

The book explains:
1. A system for integrating three human resources “building blocks”: organizational competencies, performance appraisal, and forecasting employee/manager potential
2. Six human resources conditions necessary for organization excellence
3. How to link your employee assessment process to career planning and development

The Talent Management Handbook will help you design career plans that boost employee morale, as well as create and sustain excellence in your organization. It is full of simple, efficient, easy-to-follow methods for assessing, planning, and developing high-value people to meet your organization’s current and future needs. And it will help you combine your organization’s diverse human resources activities into a single, cogent system.

Featuring best practices from leading companies as well as contributions from field experts who hold top positions in such leading HR consultancies as AON Consulting, The Hay Group, Hewitt Associates, Right Management Consulting. Sibson Consulting, and Towers Perrin, The Talent Management Handbook is an authoritative resource for creating and maintaining excellence in your organization through people management.

TABLE OF CONTENTS

Preface
Contributors
Part. I Introducing a Talent Management System
1 Creating a Talent Management System for Organization Excellence: Connecting the Dots
2 Four Steps to Creating a Talent Management System
3 The Journey to Organization Excellence: Navigating the Forces Impacting Talent Management
4 A Talent Management Case Study: Major League Baseball’s Quest for Superkeepers

Part. II Developing the Building Blocks of Talent Management: Competencies, Performance Management, Career Track Planning
5 Competencies: The First Building Block of Talent Management
6 How Competencies Create Economic Value
7 Selecting the Right Performance Management System
8 Performance Appraisal: Myth and Reality
9 Using 360-Degree Feedback in a Talent Management System
10 Determining Every Employee’s Potential for Growth
11 Finding High-Potential Talent Throughout the Organization
12 Casting a Wider Net: A Case Study in Optimizing Employee Potential
13 Finding the Crown Jewels: Locating the Superkeepers
14 Using Outplacement Techniques to Evaluate Employees
15 Finding and Hiring Fast-Track Talent
16 Using a Talent Management Model for Selection: Guarding the Entrances to Your Organization

Part. III Talent Planning
17 Achieving Organization Excellence Through Talent Planning and Development
18 Developing Superkeepers, Keepers, and Solid Citizens: Measurement Makes a Difference
19 Allocating Training and Development Resources Based on Contribution
20 Optimizing Your Investment in Your Employees
21 CEO Succession Planning: Ensuring Leadership at the Top
22 Talent Management in a Global Firm
23 How Boards Can Shape Talent Planning and Development
24 Succession Planning in Family Businesses

Part. IV Building Diversity into Your Succession Plan
25 Building a Reservoir of High-Potential Women and Diverse Groups
26 Building a Reservoir of Women Superkeepers

Part. V Coaching, Training, and Development
27 Integrating Coaching, Training, and Development with Talent Management
28 Leadership Coaching
29 Coaching the Superkeepers
30 Differentiating Leaders Throughout an Entire Organization

Part. VI Using Compensation to Implement a Talent Management Plan
31 Integrating Compensation with Talent Management
32 Compensating Superkeepers Talent Your Company Needs to Thrive
33 Linking Competencies to Performance and Pay
34 Using Long-Term Incentives to Retain Top Talent: Super Rewards for Superkeepers

Part. VII Using Information Technology to Support a Talent Management System
35 Using Information Technology to Support a Talent Management Process
36 Developing a Talent Management Information Strategy

Index