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THE
TALENT MANAGEMENT HANDBOOK:
Creating a Sustainable Competitive Advantage by
Selecting, Developing & Promoting the Best People
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Edited
by :
Lance A. Berger
Dorothy R. Berger
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Contents
Part
I
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Creating a Talent Management Program for Organization Excellence
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Chapter
1 |
Designing and Assembling the Building Blocks for Organization Excellence: The Talent Management Model
Lance A. Berger and Dorothy R. Berger |
BUILDING
BLOCK 1. Compentency Assessment
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Chapter
2 |
Formulating Competencies
Murray M. Dalziel, Ph.D. |
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Chapter
3 |
Fundamentals of Competency Modeling
Kim E. Ruyle and J. Evelyn Orr |
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Chapter
4 |
Creating the Workforce of the Future: Projecting and Utilizing New Competencies
Ron Garonzik, Ph.D. and John B. Larrere |
BUILDING
BLOCK 2. Performance Appraisals
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Chapter
5 |
Designing a Performance Appraisal for Driving Organization Success
Dick Grote |
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Chapter
6 |
Performance Measurement for All Employees
Mark Graham Brown |
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Chapter
7 |
Conducting Performance Reviews that Improve the Quality of Your Talent Base
David Insler and Angelita Becom |
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Chapter
8 |
Appraising Executive Talent
James F. Reda |
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Chapter
9 |
Selecting the Right Performance Appraisal
Martin G. Wolf, Ph.D. |
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Chapter
10 |
Improving Performance through the Employee Value Exchange
Jim Kochanski and J.P. Elliott |
BUILDING
BLOCK 3. Succession and Career Planning
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Chapter
11 |
Integrating Succession Planning and Career Planning
William J. Rothwell, Ph.D. |
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Chapter
12 |
Determining Every Employee's Potential for Growth
Murray M. Dalziel, Ph.D. |
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Chapter
13 |
Designing a Succession Planning Program
Doris Sims |
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Chapter
14 |
Practical Discussions for Sweet Success
Kevin D. Wilde |
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Chapter
15 |
Career Development: Encompassing All Employees
Beverly Kaye, Ph.D., Joyce Cohen, and Beverly Crowell |
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Chapter
16 |
CEO Succession Planning
Marshall Goldsmith
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Chapter
17 |
Ensuring CEO Succession Agility in the Boardroom
Dennis Carey, Marc Feigen, and Kevin Cashman |
Part
II |
Formulating Coaching, Training, and Development Approaches that Drive Talent Management Processes |
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Chapter
18 |
Training and Development: A New Context for Learning
Dale E. Kunneman, Francesco Turchetti, Sharon L. Cresswell, and Catherine M. Sleezer |
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Chapter
19 |
Developing Your Workforce: Measurement Makes a Difference
Jack J. Phillips, Ph.D., and Lisa Ann Edwards |
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Chapter
20 |
Developing Top Talent: Guiding Principles, Methodology, and Practices Considerations
Karol M. Wasylyshyn, Psy.D. |
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Chapter
21 |
Coaching for Sustained, Desired Change: Building Relationships and Talent
Richard E. Boyatzis, Ph.D. Melvin L. Smith, Ph.D., and Ellen Van Oosten |
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Chapter
22 |
Developing Leadership Competencies through 360-Degree Feedback and Coaching
RJohn W. Fleenor, Sylvester Taylor, and Craig Chappelow |
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Chapter
23 |
Using 360-Degree Feedback for Talent Development
Michael Haid |
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Chapter
24 |
Succession
Planning in Family Businesses
Deb Jacobs and Mayra Hernandez |
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Chapter
25 |
Integrating Coaching, Training, and Development with Talent Management
Kaye Thorne |
Part
III
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Making Compensation an Integral Part of Your Talent Management Program
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Chapter
26 |
Driving Success through Differentiation: Compensation and Talent Management
Andrew S. Rosen and Jodi L. Starkman |
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Chapter
27 |
Rewarding Your Top Talent
Mel Stark and Mark Royal |
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Chapter
28 |
Using Long-Term Incentives to Retain Top Talent
Paul Conley and Dan Kadrlik |
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Chapter
29 |
Fostering Employee Involvement and Engagement through Compensation and Benefits
Gerald E. Ledford, Jr., Ph.D. |
Part
IV
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Using Talent Management Processes to Drive Cultures of Excellence
Theme 1: Using Talent Management Techniques to Drive Culture
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Chapter
30 |
Establishing a Talent Management Culture
David C. Forman |
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Chapter
31 |
Linking Culture and Talent Management
Andy Pellant |
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Chapter
32 |
Creating a Culture of Success: What Every CEO Needs to Know
Owen Sullivan |
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Chapter
33 |
Using Onboarding as a Talent Management Tool
David Lee |
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Chapter
34 |
Employee Engagement and Talent Management
Deborah Schroeder-Saulnier |
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Theme 2: Targeting Cultures that Create Competitive Advantage for Your Organization
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Chapter
35 |
Crafting a Culture of Creativity and Innovation
Fredericka K. Reisman, Ph.D., and Theodore A. Hartz, MBA |
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Chapter
36 |
Building a Sustainability Culture through Employee Engagement
Max Caldwell and Denise Fairhurst |
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Chapter
37 |
Unleashing Talent in Service of a Sustainable Future
Jeana Wirtenberg, Ph.D. |
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Chapter
38 |
The Role of Ethics in Talent Management: How Organizations Ought to Behave
Stephen F. Hallam, Ph.D., and Teresa Alberte Hallam, Ph.D |
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Chapter
39 |
Collaboration: Getting the Most Out of Informal Connections
Robert J. Thomas and Yaarit Silverstone |
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Theme 3: Making Diversity Part of Your Competitive Advantage
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Chapter
40 |
Creating Competitive Advantage through Cultural Dexterity
Reginald F. Butler |
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Chapter
41 |
Building a Reservoir of High Performance and High Potential Women
Molly Dickinson Shepard and Nila G. Betof, Ph.D. |
Part V
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Using Talent Analysis and Planning Techniques to Enhance Your Talent Management Program
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Chapter
42 |
Multiplying Talent for High Performance
David Smith and Elizabeth Craig |
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Chapter
43 |
Workforce Planning: Connecting Business Strategy to Talent Strategy
Ed Newman |
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Chapter
44 |
Using Workforce Planning as Part of a Talent Management Program
Robert Conlon, E. Michael Norman, and Aaron Sorensen, Ph.D. |
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Chapter
45 |
New Tools for Talent Management: The Age of Analytics
Haig R. Nalbantian and Jason Jeffay |
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Chapter
46 |
The Role of Line Managers in Talent Planning
Rick Lash, Ph.D. and Tom McMullen |
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Chapter
47 |
Making Recruitment Part of Your Talent Management Process
Randy Jayne |
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Chapter
48 |
Making Outplacement Part of Your Talent Strategy
Tony Santora and Melvin Scales |
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Chapter
49 |
Developing Talent Management Information Systems
Craig M. Berger |
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Chapter
50 |
Implementing an Automated Talent Management System
Guy Gauvin |
Part VI
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Innovative Thinking that Can Shape Your Organization's Approach to Talent Management
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Chapter
51 |
Rethinking Talent Management Using a People Equity Framework
William A. Schiemann |
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Chapter
52 |
Marshalling Talent: A Collaborative Approach to Talent Management
Dave Ulrich, Ph.D., and Michael Ulrich |
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Chapter
53 |
The Global State of Talent Management
David C. Forman |
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Chapter
54 |
A Model for Talent Manager Excellence
Jim Shanley |
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Chapter
55 |
Talent Management Leadership in Government
Allen Zeman, Ph.D., Anne Kelly, and Allan Schweyer |
______________________________________________
Lance A. Berger & Associates, Ltd.
17 Courtney Circle
Bryn Mawr, PA 19010
(610) 525-5332
(610) 525-9785 fax
lbassociates@voicenet.com
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