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

Name: Best Practices in Talent Management How the World's Leading Corporations Manage, Develop, and Retain Top Talent
Price: 59.2 USD
Availability: InStock
ISBN: 9780470499610

ISBN-10: 0470499613

ISBN-13: 9780470499610

Edition: 2010

Authors: Marshall Goldsmith, Louis Carter, The Best Practice Institute

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Book details

List price: $94.00
Copyright year: 2010
Publisher: John Wiley & Sons, Limited
Publication date: 1/26/2010
Binding: Hardcover
Pages: 336
Size: 7.20" wide x 9.40" long x 1.10" tall
Weight: 1.936
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…



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