Best Practices in Talent Management How the World's Leading Corporations Manage, Develop, and Retain Top Talent

ISBN-10: 0470499613

ISBN-13: 9780470499610

Edition: 2010

List price: $95.00 Buy it from $68.56
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Book details

List price: $95.00
Copyright year: 2010
Publisher: John Wiley & Sons, Limited
Publication date: 1/26/2010
Binding: Hardcover
Pages: 336
Size: 7.25" wide x 9.75" long x 1.25" tall
Weight: 1.826
Language: English

Marshall Goldsmith was born in Valley Station, Kentucky in 1949 and is an American author, professor, consultant, and executive coach. Dr. Goldsmith received his BS from Rose-Hulman Institute of Technology (1970), his MBA from Indiana University (1972), and his PhD from UCLA (1977). Goldsmith was Assistant Professor and then Associate Dean at Loyola Marymount University's College of Business from 1976-2000. He is currently a professor at Alliant International University, he teaches executive education at Dartmouth College's Tuck School, and is a frequent guest speaker at leading business schools. Goldsmith is a co-founder of Keilty, Goldsmith and Company and eventually of Marshall Goldsmith Partners. In November 2009 Dr. Goldsmith was recognized as one of the fifteen most influential business thinkers in the world in a study sponsored by The (London) Times and Forbes. Dr. Goldsmith's books include: The Leader of the Future, The Organization of the Future - 2 (Choice Award), Coaching for Leadership, and Succession: Are You Ready? His latest book is Mojo: How to Get It, How to Keep It, and How to Get It Back When You Need It! (Feb 2010).

Introduction
Acknowledgments
How to Use This Book
Avon Products, Inc
Introduction
A Success-Driven Challenge
The Turnaround
The Talent Challenge
Execute on the "What," Differentiate with "How"
From Opaque to Transparent
From Complex to Simple
From Egalitarian to Differentiated
From Episodic to Disciplined
From Emotional to Factual
From Meaningless to Consequential
The Results of a Talent Turnaround
Measuring the Talent Turnaround's Success
Bank Of America
Introduction
Leadership Development Activities for Executive Leaders
Lessons for Designing On-Boarding for Executive Leaders
Corning Incorporated
Introduction
The Business Case for the Accelerated Development of Corning Program Managers
The Design Flow: Two Weeks of Experiential Learning with an Interim Period of Coaching and Mentoring
Outcomes and Next Steps for Growing the Talent Pipeline of Program Leaders
Next Steps
Customer And Enterprise Services (CES) Division
Business Background and Challenges
The Roots of the CES Transformation: Leadership and Process
Diagnosing and Designing the Whole System Transformation: The Leadership Alignment Event
Implementing the Whole System Transformation: The Waves
Supporting and Reinforcing the Whole System Transformation
Evaluation of the CES Whole System Transformation
Ecolab, Inc
Introduction
Company Background
Ecolab's 2002-2007 Strategic Plan
Culture Is Critical
Ecolab's Talent Management Philosophy
The Ecolab Talent Pipeline
The Importance of Individual Development
Introducing the Talent Pipeline Model at Ecolab
Supporting Successful Implementation
Keeping the Pipeline Full
Results
Conclusion
Ge Money Americas
Introduction
Company Background and Environment
The Challenge and Approach
The Technology
Strategy for Sourcing
Lean Methodologies
Expansion
Conclusion
Internal Revenue Service
Introduction
Company Background and Current Leadership Environment
The 21st Century IRS
Leadership Succession Planning-The Challenges
LSR Website and Infrastructure
Results
Indicators of Success
Evaluation
Next Steps
Conclusion
Kaiser Permanente Colorado Region
Introduction
Design
Process
Implementation
Support and Reinforce
Evaluation
Next Steps
Conclusion
Mcdonald's
Context for Global Talent Management Initiatives
Evolution of the Talent Management System: Key Initiatives and Enhancements
Overall Summary
Microsoft Corporation
Introduction
What Led Microsoft SMSG to Make the Change
Expo Leaders Building Leaders-The New High-Potential Development Experience
The Process of Redesigning the High-Potential Development Experience
Coaching as a Primary Development Component for HiPo Development in SMSG
Learning Circles as a Primary Development Component for HiPo Development in SMSG
Conclusion
Murray & Roberts Limited
Introduction
Design and Alignment
Implementation
Evaluation
Summary
Porter Novelli
Introduction
Program Implementation
Performance Management System Development
Evaluation
Southern Company
Introduction
Background
Initial Improvements
The Leadership Action Council
Competency Model
Leadership Assessment
Succession Planning
Leadership Database
Development Activities
Evaluation and Lessons Learned
Whirlpool Corporation
Introduction
The Business Challenge
Design and Approach
Evaluation
Next Steps
Summary
Conclusion
Epilogue
Index
About Best Practice Institute
About the Editors
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