Strategy-Driven Talent Management



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



Part One : General Frameworks

1. Strategic talent management matters

2. Building competitive advantage through integrated talent management



Part Two. Key practices

3. Building the talent pipeline : attracting and recruiting the best and brightest

4. Ropes to skip and the ropes to know : facilitating executive onboarding

5. Identifying and assessing high-potential talent : current organizational practices

6. Developing leadership talent : delivering on the promise of structured programs

7. Developing leadership takent through experiences

8. Changing behavior one leader at a time

9. Managing leadership talent pools

10. Employee engagement : a focus on leaders



Part Three. Critical issues

11. Building functional expertise to enhance organizational capability

12. Managing and measuring the talent management function

13. Managing talent in global organizations

14. Managing talent in China



Part Four. Different Perspectives

15. Take the Pepsi challenge : talent management at PepsiCo

16. Integrated talent management at Microsoft

17. They can do it! You can help! A look at talent practices at the Home Depot

18. Allstate's "Good Hands" approach to talent management : an interview with Ed Liddy and Joan Crockett

19. A view from the top on talent management : an interview with Waren Staley, Recently Retired CEO of Cargill Incorporated

20. Chief Human Resource Officer perspectives on talent management



Part Five. Future directions for practice and research

21. Building sustainable talent through talent management : benefits, challenges, and future directions

22. Critical research issues in talent management

23. Talent management : an annotated bibliography

Index