Strategy-Driven Talent Management: A Leadership Imperative(J-B SIOP Professional Practice Series)

Organizations today understand that superior talent can create competitive business advantage. Executives are working with human resource managers and talent professionals to significantly improve their organization's ability to attract, develop, deploy, and retain the talent needed to achieve the organization's strategies. Effective CEOs and senior leaders are realizing that strong talent resources are as critical to business success as financial resources. This book in the SIOP Professional Practice Series provides an up-to-date review and summary of current and leading-edge talent management practices in organizations. A comprehensive book, Strategy-Driven Talent Management brings together an outstanding group of leading practitioners who present state-of-the-art ideas, best practices, and guidance on how to recruit, select, assimilate, develop, and retain exceptional talent and integrate talent management efforts with organizational strategy. Written for human resource professionals, industrial-organizational psychologists, and corporate executives, this key resource is a clear must-read guide to the emerging field of strategic talent management. Strategy-Driven Talent Management shows how to build competitive advantage through an integrated and strategic talent management program summarizes what it takes to attract, develop, deploy, and retain the best talent for the strategic needs of an organization reviews critical issues such as managing talent in global organizations and measuring the effectiveness of talent management programs includes case examples and CEO interviews from leading-edge companies such as PepsiCo, Microsoft, Home Depot, Cargill, and Allstate, which reveal how each of these organizations drives talent management with their business strategies This essential must-have HR resource offers insight into the future of strategic talent management, an extensive annotated bibliography and suggestions for preparing the next generation of organizational leaders.

Table of Contents:
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 Talent Management 73 Marcia J. Avedon, Gillian Scholes Part Two: Key Practices 3 Building the Talent Pipeline: Attracting and Recruiting the Best and Brightest 123 Leslie W. Joyce 4 Ropes to Skip and the Ropes to Know: Facilitating Executive Onboarding 159 Seymour Adler, Lorraine Stomski 5 Identifying and Assessing High-Potential Talent: Current Organizational Practices 213 Rob Silzer, Allan H. Church 6 Developing Leadership Talent: Delivering on the Promise of Structured 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 Organizational Capability 463 Suzan McDaniel, Erika D’Egidio 12 Managing and Measuring the Talent Management Function 503 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 PepsiCo 617 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 at the Home Depot 655 Leslie W. Joyce 18 Allstate’s “Good Hands” Approach to Talent Management: An Interview with Ed Liddy and Joan Crockett 669 John W. Boudreau 19 A View from the Top on Talent Management: An Interview with Warren Staley, Recently Retired CEO of Cargill Incorporated 699 Sandra L. Davis 20 Chief Human Resource Officer Perspectives on Talent Management 711 Marcia J. Avedon, Stephen Cerrone, Mirian Graddick-Weir, Rob Silzer Part Five: Future Directions for Practice and Research 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

About the Author :
The Editors Rob Silzer is the managing director of HR Assessment and Development, Inc. For more than twenty-five years he has consulted with managers, HR professionals, executives, and CEOs from more than 150 organizations. Dr. Silzer specializes in executive and management leadership, assessment, selection, coaching, and development, and in strategically driven HR systems. He is editor of The 21st Century Executive: Innovative Practices for Building Leadership at the Top and co-editor with Richard Jeanneret of Individual Psychological Assessment: Predicting Behavior in Organizational Settings. Ben E. Dowell is an independent talent management consultant. He was vice president of talent management for the Bristol-Myers Squibb Company. His experience spans 30 years primarily working within companies to align talent management actions, systems, and processes with the strategic needs of the enterprise. Dr. Dowell specializes in talent management processes for 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 Professional Practice Series provides practitioners and students with guidance, insights, and advice on how to apply the concepts, research findings, methods, and tools from I-O psychology to address human-capital issues in organizations.