Best Practices in Talent Management
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Introduction, by Louis Carter xiii
Acknowledgments xxvii
How to Use This Book xxix
Chapter One: Avon Products, Inc. 1
By Marc Effron
Introduction 2
A Success-Driven Challenge 2
The Turnaround 3
The Talent Challenge 3
Execute on the "What," Differentiate with "How" 4
From Opaque to Transparent 5
From Complex to Simple 7
From Egalitarian to Differentiated 10
From Episodic to Disciplined 11
From Emotional to Factual 12
From Meaningless to Consequential 13
The Results of a Talent Turnaround 14
Measuring the Talent Turnaround's Success 15
Chapter Two: Bank of America 17
By Brian Fishel and Jay Conger
Introduction 18
Leadership Development Activities for Executive Leaders 21
Lessons for Designing On-Boarding for Executive Leaders 32
Chapter Three: Corning Incorporated 36
By Richard A. O'leary, Gary Jusela, and Heath N. Topper
Introduction 37
The Business Case for the Accelerated Development of Corning Program Managers 40
The Design Flow: Two Weeks of Experiential Learning with an Interim Period of Coaching and Mentoring 48
Outcomes and Next Steps for Growing the Talent Pipeline of Program Leaders 56
Next Steps 57
Chapter Four: Customer and Enterprise Services (CES) Division 60
By Michael Schecter, John Parker, and Judy Zaucha
Business Background and Challenges 61
The Roots of the CES Transformation: Leadership and Process 62
Diagnosing and Designing the Whole System Transformation: The Leadership Alignment Event 68
Implementing the Whole System Transformation: The Waves 71
Supporting and Reinforcing the Whole System Transformation 77
Evaluation of the CES Whole System Transformation 82
Chapter Five: Ecolab, Inc. 84
By Robert C. Barnett, Michael L. Meyer, Sarah J. Murphy, and Susan M. Metcalf
Introduction 85
Company Background 85
Ecolab's 2002-2007 Strategic Plan 85
Culture is Critical 87
Ecolab's Talent Management Philosophy 88
The Ecolab Talent Pipeline 90
The Importance of Individual Development 90
Introducing the Talent Pipeline Model at Ecolab 95
Supporting Successful Implementation 95
Keeping the Pipeline Full 98
Results 100
Conclusion 101
Chapter Six: GE Money Americas 103
By Tammy Grisham and D. Zachary Misko
Introduction 104
Company Background and Environment 104
The Challenge and Approach 105
The Technology 106
Strategy for Sourcing 108
LEAN Methodologies 111
Expansion 113
Conclusion 114
Chapter Seven: Internal Revenue Service 115
By Susan Clayton, Victoria Baugh, And Mathew J. Ferrero
Introduction 116
Company Background and Current Leadership Environment 116
The 21st Century IRS 118
Leadership Succession Planning-The Challenges 121
LSR Website and Infrastructure 126
Results 128
Indicators of Success 131
Evaluation 132
Next Steps 133
Conclusion 134
Chapter Eight: Kaiser Permanente Colorado Region 136
By Margaret Turner
Introduction 137
Design 140
Process 142
Implementation 150
Support and Reinforce 152
Evaluation 153
Next Steps 153
Conclusion 154
Chapter Nine: McDonald's 155
By James Intagliata and Neal Kulick
Context for Global Talent Management Initiatives 156
Evolution of the Talent Management System: Key Initiatives and Enhancements 159
Overall Summary 175
Chapter Ten: Microsoft Corporation 177
By Shannon Wallis, Brian O. Underhill, and Carter Mcnamara
Introduction 178
What Led Microsoft SMSG to Make the Change 179
Expo Leaders Building Leaders-The New High-Potential Development Experience 179
The Process of Redesigning the High-Potential Development Experience 189
Coaching as a Primary Development Component for HiPo Development in SMSG 191
Learning Circles as a Primary Development Component for HiPo Development in SMSG 199
Conclusion 206
Chapter Eleven: Murray & Roberts Limited 208
By Zelia Soares
Introduction 209
Design and Alignment 214
Implementation 220
Evaluation 223
Summary 224
Chapter Twelve: Porter Novelli 225
By Greg Waldron
Introduction 226
Program Implementation 231
Performance Management System Development 236
Evaluation 239
Chapter Thirteen: Southern Company 241
By Jim Greene
Introduction 242
Background 242
Initial Improvements 243
The Leadership Action Council 246
Competency Model 247
Leadership Assessment 248
Succession Planning 249
Leadership Database 254
Development Activities 254
Evaluation and Lessons Learned 256
Chapter Fourteen: Whirlpool Corporation 258
By Kristen Weirick
Introduction 259
The Business Challenge 259
Design and Approach 260
Evaluation 265
Next Steps 266
Summary 269
Conclusion 271
Epilogue, by William J. Rothwell 288
Index 295
About Best Practice Institute 303
About the Editors 305
