Preface Acknowledgments and Dedication Introduction Contributors Part I: Using Talent Management to Build a High-Performance Workplace 1. Using Talent Management to Build a High-Performance Workplace 2. From Blueprint to Action: Signals and Guidance for Successful Talent Management Programs 3. Creating an Employer Brand that Attracts, Grows, and Retains the Right People Part II: Talent Management Building Blocks Building Block 1: Competency Assessment 4. Formulating Competencies 5. Driving Enterprise and Innovation Through Competency Development 6. Competencies for the Future Workforce Building Block 2: Performance Appraisals 7. Understanding how to Use Performance Management for Organization Success 8. Using Performance Appraisals to Drive Organization Success 9. Big Five Performance Management A Quantum Leap in Employee Performance Appraisal 10. Analytics-Based Enterprise and Corporate Performance Management (EPM/CPM) Building Block 3: Potential Forecasting 11. Forecasting Employee Potential for Growth 12. Measuring Up for the Skills Revolution: Talent Assessment in the Human Age Part III: Talent Management Programs Program 1: Talent Positioning: Succession and Career Planning and Outplacement 13. Integrating Succession Planning and Career Planning 14. Succession Planning Challenges and Solutions 15. CEO Succession Planning: A Process for Leading an Effective Management Transition 16. Building a Development Culture: Everyone Is a Stakeholder 17. How Workforce Trends Affect Outplacement Programs Program 2: Talent Enhancement: Coaching, Training, Education, and Development 18. How Line Managers Can Foster Organization Performance Through Talent Enhancement 19. Developing Leadership Potential Through 360-Degree Feedback and Coaching 20. Developing Your Workforce: Measurement Makes a Difference 21. Enriching Executive Development: The Essential Partnership Between Human Resources Professionals and Executive Coaches 22. Change and Compassion: The Essence of Effective Coaching 23. The Role of the Manager in Talent Management Program 3: Talent Mobility: Acquisition, Onboarding, and Outplacement 24. Novel Ways to Win the Battle for Great Talent 25. Leading Practices in Building a More Successful Approach to Talent Acquisition 26. Social Recruiting: Pick Up The Pace or Be Left Behind 27. Increasing Your Odds of Success in Picking the Right CEO 28. Onboarding as a Critical Component of a Talent Acquisition Strategy 29. Using Storytelling to Make Onboarding More Inspiring and Effective Program 4: Compensation 30. Using the Right Rewards Program to Help Your Talent Management Program Fuel Transformation 31. Using a Total Rewards Strategy to Support Your Talent Management Program 32. Aligning Total Compensation Programs with Organization Values, Strategy, and Talent Management Processes 33. Using Compensation to Win the Talent Wars 34. Developing an Effective Compensation Philosophy that Attracts, Motivates, Retains, and Develops Top Talent Part IV: Culture 35. Driving Competitive Advantage Through Nontraditional Approaches to Engagement Surveys 36. Using Diagnostic Assessment for Creative and Innovative Talent Management 37. Characteristics of Innovative Individuals and Organizations 38. Creating and Maintaining a Culture of Innovation, Engagement, Leadership, and Performance 39. Reframing Creativity as a Martial Art 40. Reimagining the Twenty-First Century Employment Relationship: Aligning Human Resource and Corporate Social Responsibility Through Employment Policies and Practices 41. Making Ethics an Integral Component of Your Talent Management System 42. Building a Reservoir of Women Super Keepers Part V: Global Talent Management 43. Acquiring and Retaining Expatriate Talent 44. Developing Global Leadership Competencies Part VI: Big Data 45. Talent Development Reporting Principles (TDRp): Standards for the Measurement, Reporting, and Management of Human Capital 46. The Internal Labor Market Paradigm: A Model for Using Analytics to Evaluate and Interpret Workforce and Business Performance Data 47. The Role of HT Technology in Talent Management 48. Effective Talent Management Systems 49. Realizing the Value of Big Data for Talent Management Part VII: Talent Management Competencies for Leaders and Professionals 50. A Competency-Driven Approach to Talent Management Optimization 51. Developing the Talent Developers 52. Evolving Organization Development for the Future Part VIII: Significant Trends Affecting Talent Management Practices 53. Balancing Talent and Organization Culture: A Winning Combination 54. HR Levers that Drive Business Results 55. Eight Trends Shaping the Future of Talent Management Programs Index
Lance A. Berger is managing partner of Lance A. Berger & Associates, Ltd. in Bryn Mawr, Pennsylvania. He is a recognized authority specializing in compensation, talent management, and change management. He co-wrote and coedited the, the first and second editions of The Talent Management Handbook, the third, fourth and sixth editions of The Compensation Handbook, Management Wisdom from the New York Yankees' Dynasty, The Change Management Handbook, and Deengineering the Corporation. Dorothy R. Berger is a partner of Lance A. Berger & Associates, Ltd. She coordinates all organizational activities for the firm and is also a talent management consultant. She co-wrote and coedited the first and second editions of The Talent Management Handbook, the fourth, fifth and sixth editions of The Compensation Handbook, Management Wisdom from the New York Yankees' Dynasty, The Change Management Handbook, and Deengineering the Corporation.