Optimizing Talent
What Every Leader and Manager Needs to Know to Sustain the Ultimate Workforce
1st Edition
Published on 1. January 2011
169 pages
978-1-61735-235-5 (ISBN)
Description
Optimizing Talent is the must have book for every leader and manager looking to sustain the ultimate workforce. Linda and Paul show what works and what doesn't in talent initiatives to drive business outcomes. This book is a call to action to transform how you think about talent, how you develop and retain talent and how you measure the impact of talent initiatives on the bottom line.
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Linda D. Sharkey | Paul H. Eccher
Optimizing Talent
What Every Leader and Manager Needs to Know to Sustain the Ultimate Workforce
Book
10/2010
Information Age Publishing
€33.50
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Content
- Cover
- Optimizing Talent: What Every Leader and Manager Needs to Know to Sustain the Ultimate Workforce
- What People Are Saying about Optimizing Talent
- Contemporary Trends in Organization Development and Change
- Optimizing Talent: What Every Leader and Manager Needs to Know to Sustain the Ultimate Workforce
- Copyright
- Dedication
- Contents
- Preface
- Foreword
- Acknowledgements
- 1: GETTING STARTED
- Talent Management
- References
- 2: OVERVIEW of the Talent Optimization Framework and Survey TM
- Building the Talent Optimization FrameworkT (TOF)
- Why Begin with a Framework?
- Components of the Talent Optimization FrameworkT (TOF)
- Symptoms of a Broken Talent System
- References
- 3: OPTIMIZING THE TALENT POOL: Results and Findings
- Talent Optimization FrameworkT (TOF): The Current State
- Highest Rated Talent Optimization FrameworkT Items
- Lowest Rated Talent Optimization FrameworkT Items
- Linking Effectiveness to Business Outcomes with the Talent Optimization FrameworkT
- Items that Most Influence Overall Business Outcomes
- Linking Stock Prices and External Measures of Success with the Talent Optimization FrameworkT
- Summary of Results
- 4: LEADERSHIP AND CULTURE: The Glue that Holds the Organization Together
- The Connection between Leadership and Culture
- Leader Words
- Leader Actions
- Why Is Culture So Important to Talent Optimization?
- What Is It that Leaders Do that Creates a High-Performance, Talent-Focused Culture that Is Correlated with Results?
- How Do Leaders Develop a Supportive Culture for Talent?
- How Do You Achieve and Sustain Leadership Engagement and a Supportive Culture?
- References
- 5: STRATEGIC ALIGNMENT: The Underpinnings of the Organization
- The People-Strategy-Performance Link: Framework
- The People-Strategy-Performance Link: Performance versus Potential
- References
- APPENDIX 5: SMALL GROUP DISCUSSION: DEFINING THE LEADER OF THE FUTURE
- TOOL: LEADER OF THE FUTURE GRID
- 6: TALENT ASSESSMENT: The People-Strategy-Performance Link
- Why Do Individual Assessments?
- Using Assessment for Recruitment and Promotions
- Classic Talent Assessment Errors
- Getting Started: Building an Effective Assessment Practice
- Step One
- Step Two
- Step Three
- Step Four
- Assessment checklist
- Step Five: Rigorously Communicate
- Assessment Outcomes
- Results that Matter
- References
- APPENDIX 6: TALENT SCORECARD
- JOB ANALYSIS TOOL
- SAMPLE ASSESSMENT METER
- TRACK RECORD
- TECHNICAL SKILLS
- PEOPLE LEADERSHIP
- ORGANIZATION VALUES
- PROFILE OF A "BEST-IN-CLASS LEADER"
- 7: PERFORMANCE MANAGEMENT: The Fallacy of the Current Systems
- How Do You Know If You Have It Right?
- 12 Steps to a Performance-Rich Organization
- References
- APPENDIX 7: SAMPLE PERFORMANCE REVIEW FORM
- 8: LEARNING AND DEVELOPMENT: Maximizing the Talent Pool
- Talent Destruction Practices
- The "Hide and Seek" Game: (aka "How to Snuff out Your Talent")
- The "Buried Alive" Test (aka "Let's See If You Can Survive")
- The "Public Flogging" Lesson (aka "You Are Never Good Enough")
- "Be Like Me" Mentoring (aka "My Way or the Highway")
- The "Never Look Up" Trap (aka "Keep Your Head in the Sand")
- Making Talent Development a Clear Advantage
- A Five-Pronged Approach to Learning and Development
- Step 1: Assess correctly
- Step 2: Keep focused on development that matters
- Step 3: Leverage social media
- Step 4: Leverage coaching and peer mentoring
- Step 5: Measure progress and results
- Pulling It All Together
- References
- 9: HUMAN RESOURCES CAPABILITY: The Keeper of Culture
- Chief Culture Officers
- Top-Notch Executive Coaches
- Barriers to HR Coaching Credibility
- Outstanding Talent Assessors
- Expert Organizational Strategists
- Masters in Talent Analytics
- References
- APPENDIX 9: ORGANIZATIONAL VALUES INVENTORY (OVI): CREATING A VALUES-DRIVEN ORGANIZATION TO SUPPORT BUSINESS PERFORMANCE
- OVI: TYPES OF ORGANIZATIONS
- RATE YOURSELF ON THE PERSONAL ATTRIBUTES OF A GOOD EXECUTIVE COACH
- 10: TALENT DATA ANALYTICS: High-Impact Measurement that Matters
- Talent Optimization: Gathering, Interpreting, and Leveraging the Right Talent Data
- Data that Matter
- A Case in Action
- The Data Gathering
- The Key Results
- How Do You Get Started Being a Talent Data Analyst?
- References
- 11: PULLING IT ALL TOGETHER: Becoming a Talent Optimizer
- Are You a Talent Optimizer, Talent Neutralizer, or Talent Minimizer?
- Talent Optimizer Tips for All Leaders
- Leadership and Culture
- Strategic Alignment
- Talent Assessment
- Performance Management
- Learning and Development
- HR Capability
- Talent Data Analytics
- Results
- Talent Optimizer Tips for Senior Executives
- Leadership and Culture
- Strategic Alignment
- Talent Assessment
- Performance Management
- Learning and Development
- HR Capability
- Talent Data Analytics
- Results
- Talent Optimizer Tips for HR Professionals
- Leadership and Culture
- Strategic Alignment
- Talent Assessment
- Performance Management
- Learning and Development
- HR Capability
- Talent Data Analytics
- Results
- About the Authors
- Dr. Linda D. Sharkey, PhD
- Paul H. Eccher PhD
