Strategy-Driven Talent Management
A Leadership Imperative
Published on 29. October 2009
400 pages
978-0-470-54002-2 (ISBN)
Description
A Publication of the Society for Industrial and OrganizationalPsychology
Praise for Strategy-Driven Talent Management
"Silzer and Dowell's Strategy-Driven Talent Managementprovides a comprehensive overview of the different elements of thebest talent management processes used in organizations today. Thisis a valuable resource for leaders and managers, HR practitionersand anyone involved in developing leadership talent."
--Ed Lawler, Professor, School of Business, Universityof Southern California
"Talent is the key to successful execution of a winning businessstrategy. Strategy-Driven Talent Management by Silzer &Dowell provides a thorough and very practical guide to building andmanaging talent based on the strategic needs of the organization.Business leaders will find this an excellent resource with manyinteresting examples and best practices from leadingcompanies."
--Herbert L. Henkel, Chairman and Chief ExecutiveOfficer, Ingersoll Rand
"Thanks to Strategy-Driven Talent Management, we can movefrom an attractive idea of talent management to practices thatdeliver. This book brings the work of practitioners--thepeople who are inventing, crafting, and shaping the field of talentmanagement--to the forefront. Their collective experiences andinsights will certainly enrich your own research andpractice."
--Cynthia McCauley, PhD, Senior Fellow, Center forCreative Leadership
"It is exciting to see that Rob Silzer and Ben Dowell have givenus the state of the art in 2010 of integrating human resourceissues into strategic management. This volume is a must read forhuman resource and line leaders alike. The journey is far fromover, but this volume of work will chart the course for furtherprogress."
--Noel Tichy, Professor, Management and Organizations,University of Michigan, Ross School of Business
More details
Other editions
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Book
12/2009
Pfeiffer
€96.50
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Persons
Rob Silzer is the managing director of HR Assessment andDevelopment, Inc. For more than twenty-five years he has consultedwith managers, HR professionals, executives, and CEOs from morethan 150 organizations. Dr. Silzer specializes in executive andmanagement leadership, assessment, selection, coaching, anddevelopment, and in strategically driven HR systems. He is editorof The 21st Century Executive: Innovative Practices for BuildingLeadership at the Top and co-editor with Richard Jeanneret ofIndividual Psychological Assessment: Predicting Behavior inOrganizational Settings.
Ben E. Dowell is an independent talent managementconsultant. He was vice president of talent management for theBristol-Myers Squibb Company. His experience spans 30 yearsprimarily working within companies to align talent managementactions, systems, and processes with the strategic needs of theenterprise. Dr. Dowell specializes in talent management processesfor senior leaders including succession planning and management,executive selection, and executive coaching.
The Society for Industrial and Organizational Psychology(SIOP) is a 4,000-member Division within APA. The ProfessionalPractice Series provides practitioners and students with guidance,insights, and advice on how to apply the concepts, researchfindings, methods, and tools from I-O psychology to addresshuman-capital issues in organizations.
Content
Figures, Tables, and Exhibits xiii
Foreword xvii
Preface xxi
The Editors xxix
The Contributors xxxi
PART ONE: General Frameworks
1 Strategic Talent Management Matters 3
Rob Silzer, Ben E. Dowell
2 Building Competitive Advantage Through Integrated TalentManagement 73
Marcia J. Avedon, Gillian Scholes
PART TWO: Key Practices
3 Building the Talent Pipeline: Attracting and Recruiting theBest and Brightest 123
Leslie W. Joyce
4 Ropes to Skip and the Ropes to Know: Facilitating ExecutiveOnboarding 159
Seymour Adler, Lorraine Stomski
5 Identifying and Assessing High-Potential Talent: CurrentOrganizational Practices 213
Rob Silzer, Allan H. Church
6 Developing Leadership Talent: Delivering on the Promise ofStructured Programs 281
Jay A. Conger
7 Developing Leadership Talent Through Experiences 313
Paul R. Yost, Mary Mannion Plunkett
8 Changing Behavior One Leader at a Time 349
Sandra L. Davis, Robert C. Barnett
9 Managing Leadership Talent Pools 399
Ben E. Dowell
10 Employee Engagement: A Focus on Leaders 439
Jeff Schippmann
PART THREE: Critical Issues
11 Building Functional Expertise to Enhance OrganizationalCapability 463
Suzan McDaniel, Erika D'Egidio
12 Managing and Measuring the Talent Management Function503
John C. Scott, Steven G. Rogelberg, Brent W. Mattson
13 Managing Talent in Global Organizations 549
Thomas Ruddy, Pooja Anand
14 Managing Talent in China 595
Elizabeth Weldon
PART FOUR: Different Perspectives
15 Take the Pepsi Challenge: Talent Development at PepsiCo617
Allan H. Church. Janine Waclawski
16 Integrated Talent Management at Microsoft 641
Paul R. Yost
17 They Can Do It! You Can Help! A Look at Talent Practices atThe Home Depot 655
Leslie W. Joyce
18 Allstate's "Good Hands" Approach to Talent Management: AnInterview with Ed Liddy and Joan Crockett 669
John W. Boudreau
19 A View from the Top on Talent Management: An Interview withWarren Staley, Recently Retired CEO of Cargill Incorporated699
Sandra L. Davis
20 Chief Human Resource Offi cer Perspectives on TalentManagement 711
Marcia J. Avedon, Stephen Cerrone, Mirian Graddick-Weir, RobSilzer
PART FIVE: Future Directions for Practice andResearch
21 Building Sustainable Talent Through Talent Management: Benefits, Challenges, and Future Directions 745
Rob Silzer, Ben E. Dowell
22 Critical Research Issues in Talent Management 767
Rob Silzer
23 Talent Management: An Annotated Bibliography 781
Rob Silzer, Joshua B. Fyman
Name Index 823
Subject Index 835
