The Value Of Talent

The Value Of Talent

today's business environment, extraordinary rates of change are driving the evolution of talent management from being a strategy that deals with skills shortages to a more comprehensive one that represents a radically different way of managing people and organizations.

In The Value of Talent Janice Caplan proposes a brand new inclusive approach to talent management which recognizes that to survive and prosper in this new world, organizations require strategies that develop strengths, value diversity and encourage creativity across all levels of the organization. By applying the principles set out by the author, organizations will be able to help individuals achieve their aspirations whilst also addressing the gap between what the organization's capabilities are now and what will be required in the foreseeable future. The author emphasizes the importance of spotting changes on the horizon, formulating appropriate business strategies and identifying the capabilities required to achieve them. She examines methods for developing organizational capabilities, individual development, performance enhancement, leadership development and succession planning. The approach links all parts of the HR agenda, especially recruitment, development, reward and employee engagement — integrating these with business strategy to create consistency and clarity.

The book offers sound, practical advice and innovative solutions supported by examples and case studies from a broad range of international organizations leading the development of talent, including Standard Chartered, Guardian Media Group, BBC, KPMG and Burson Marsteller.

About the Author
Janice Caplan is a successful international HR consultant and business manager. Before co-founding The Scala Group she worked in line-management HR roles with companies such as Alitalia, Fiat, International Harvester and Samuel Montagu, and has served as Vice-President, Talent and Development of the UK's prestigious Chartered Institute of Personnel and Development. She is also a sought-after conference speaker and chairman.

Table of Contents
This new world: How has talent management evolved?
Why talent management?
What is the business case?
What does success look like?
The new world organization: What is employee engagement?
Why is employee engagement important?
The characteristics of employee engagement
The link between talent management and employee engagement
How do we bring talent policies to life?
Leadership models that enhance employee engagement
What is the most effective way of leading people?
The way we do things around here
Organizational values
Giving values meaning
Learning points
Setting the strategic direction: Defining strategy
Why does a strategy matter?
Characteristics of strategy
How do you produce a strategy?
One person's strategy is another person's goal
Which comes first — strategy, objective or vision?
Common problems caused by an uncoordinated approach
Making connections
Learning points
Developing the strategy: Analyzing your business
Step 1: Interrogating employee engagement data
Step 2: Reviewing current practices
Step 3: Analysing business plans
Step 4: Identifying future capabilities
Step 5: Benchmarking with external practices
ABC Engineering case study
Designing your strategy
Measuring success
The purposes of the evaluation and the audience for the results
Learning points
Assessment: Capabilities as the cornerstone of talent management: Selection decisions
Competencies
Classification of competencies
Integrated system of talent management
Taking risk by reducing risk
Make point of entry selection a collaborative endeavour Bekaert case study
Learning points
Assessment: Performance management and reward: Cultural messages
Performance goals
Differentiating performance
Competencies and values
360-degree or multi-source feedback
Measuring the impact people at the top have on employee engagement
Reward
Performance appraisal conclusions
Learning points
Development: Integrated talent management
Starting your development journey
Online profiling
Development centers
Know your workforce
Development solutions
Learning points
Burson-Marsteller case study
Learning point
BBC case study
Learning point
Deployment: Reasons for developing a succession plan
The purpose and aims of a succession plan
Collect data on roles, capabilities and organizational requirements
Collect data on individuals
Talent pools and classifications; talent review conversations
Nine-box matrix
The role of the board of directors
Analyze the data collected
Review and update the plan regularly
Learning points
Engagement: What are the talent management responsibilities of the people at the top?
Espousing and promoting vision and values
Creating strategy
Implementing the strategy
Managing the team
Overall management of vision, values and strategy
The breakdown of collaboration
Leadership of innovation
Building the leadership pipeline
How can leaders develop the capabilities they require?
Standard Chartered case study
KPMG case study
Learning points The role of HR: Gaining acceptance to talent management: Generate insights
Pull levers
Create a talent mindset
Can HR leapfrog to talent management?
Conva Tec case study
Building bridges across HR
Appendix A: Mind the gap
Appendix B: Talent management flowchart
Appendix C: Planning talent management
Bibliography
Index

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