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In this book, preeminent organizational scholar Edward Lawler identifies a comprehensive and integrated set of talent management practices that fit today s rapidly evolving workplace.The world of work has changed dramatically, says Lawler. Organizations now operate in a global environment.
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In this book, preeminent organizational scholar Edward Lawler identifies a comprehensive and integrated set of talent management practices that fit today s rapidly evolving workplace.The world of work has changed dramatically, says Lawler. Organizations now operate in a global environment.
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出版社Berrett-Koehler Publishers
出版时间2017年5月
字数239,399
分类原版书-英文原版
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Reinventing Talent Management
Lawler Edward E.
- 扉页
- 版权信息+书签
- OTHER BOOKS BY EDWARD E. LAWLER III
- For Patty
- PREFACE
- 1 THE CHANGING WORLD OF WORK, WORKERS, AND ORGANIZATIONS
- GLOBAL AND COMPETITIVE ORGANIZATIONS
- TECHNOLOGY IS A MAJOR DISRUPTOR
- WORKFORCE DIVERSITY
- SUSTAINABLE PERFORMANCE
- ACCELERATING CHANGE
- TALENT IS CRITICAL
- CONCLUSION
- 2 STRATEGIC TALENT MANAGEMENT
- TALENT MANAGEMENT SHOULD BE STRATEGY DRIVEN
- TALENT MANAGEMENT SHOULD BE BASED ON SKILLS AND COMPETENCIES
- TALENT MANAGEMENT SHOULD BE PERFORMANCE FOCUSED
- TALENT MANAGEMENT SHOULD BE AGILE
- TALENT MANAGEMENT SHOULD BE SEGMENTED AND INDIVIDUALIZED
- TALENT MANAGEMENT SHOULD BE EVIDENCE BASED
- CONCLUSION
- 3 ATTRACTING TALENT
- THE STRATEGY-DRIVEN BRAND
- KEY BRANDING POINTS
- THE RIGHT BRAND
- SOCIAL MEDIA
- ATTRACTING NONEMPLOYEE TALENT
- CONCLUSION
- 4 SELECTING TALENT
- EFFECTIVE SELECTION
- THE WORK RECORD
- INTERNSHIPS, GIGS, AND SIMULATIONS
- ABILITY AND PERSONALITY TESTING
- INTERVIEWS
- SOCIAL MEDIA
- VALIDATION
- DECISION MAKING
- SEGMENTATION
- CONCLUSION
- 5 DEVELOPING TALENT
- STRATEGY-DRIVEN TALENT
- THE TALENT MIX
- ONBOARDING AND RETAINING TALENT
- TARGET TALENT DEVELOPMENT
- CAREER MODELS AND AGILITY
- RETAINING TALENT
- HUMAN CAPITAL REPORTING
- CONCLUSION
- 6 REWARDING TALENT
- PAY FOR SKILLS, NOT JOBS
- MARKET POSITION
- PERFORMANC-EBASED REWARDS
- REWARD SEGMENTATION AND CHOICE
- PUBLIC PAY
- CONCLUSION
- 7 PERFORMANCE MANAGEMENT
- THE PROCESS SHOULD BE LED BY EXECUTIVES
- THE PROCESS SHOULD NOT BE AN ANNUAL ONE
- USE TECHNOLOGY
- MEASURE EFFECTIVENESS
- THERE SHOULD BE NO RATINGS
- SOCIAL MEDIA AND CROWDSOURCING
- THE PROCESS SHOULD BE BASED ON DATA
- THE APPRAISAL PROCESS
- CONCLUSION
- 8 ORGANIZING FOR TALENT MANAGEMENT
- THE CORPORATE BOARD
- THE EXECUTIVE TEAM
- THE CHIEF ORGANIZATIONAL EFFECTIVENESS OFFICER
- THE CHIEF TALENT OFFICER
- WORKFORCE ANALYTICS
- CONCLUSION
- 9 TALENT MANAGEMENT REINVENTED
- TALENT MANAGEMENT CHANGE
- CONCLUSION
- ACKNOWLEDGMENTS
- INDEX
- ABOUT THE AUTHOR
Reinventing Talent Management
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