The Talent Management Handbook, Third Edition: Making Culture a Competitive Adva

Description: The Talent Management Handbook, Third Edition: Making Culture a Competitive Advantage by Acquiring, Identifying, Developing, and Promoting the Best People by Lance Berger, Dorothy Berger Revised edition of The talent management handbook, c2011. FORMAT Hardcover LANGUAGE English CONDITION Brand New Publisher Description The definitive guide to finding, developing, and keeping the best talent—expanded with brand new and updated materialThe Talent Management Handbook is the established go-to guide for HR professionals, managers, and leaders looking for the best ways to use talent management programs to develop a culture of excellence. This third edition features new and updated chapters based on fresh approaches and material for identifying, recruiting, positioning, and developing highly qualified, motivated people to meet current and future business requirements. Filled with expert advice, the book offers a roadmap for developing a comprehensive approach to talent management that will guide professionals in the coming years. Author Biography 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. Table of Contents PrefaceAcknowledgments and DedicationIntroductionContributorsPart I: Using Talent Management to Build a High-Performance Workplace1. Using Talent Management to Build a High-Performance Workplace2. From Blueprint to Action: Signals and Guidance for Successful Talent Management Programs3. Creating an Employer Brand that Attracts, Grows, and Retains the Right People Part II: Talent Management Building BlocksBuilding Block 1: Competency Assessment4. Formulating Competencies5. Driving Enterprise and Innovation Through Competency Development6. Competencies for the Future WorkforceBuilding Block 2: Performance Appraisals7. Understanding how to Use Performance Management for Organization Success8. Using Performance Appraisals to Drive Organization Success9. Big Five Performance Management A Quantum Leap in Employee Performance Appraisal10. Analytics-Based Enterprise and Corporate Performance Management (EPM/CPM)Building Block 3: Potential Forecasting11. Forecasting Employee Potential for Growth12. Measuring Up for the Skills Revolution: Talent Assessment in the Human AgePart III: Talent Management ProgramsProgram 1: Talent Positioning: Succession and Career Planning and Outplacement13. Integrating Succession Planning and Career Planning 14. Succession Planning Challenges and Solutions15. CEO Succession Planning: A Process for Leading an Effective Management Transition16. Building a Development Culture: Everyone Is a Stakeholder 17. How Workforce Trends Affect Outplacement ProgramsProgram 2: Talent Enhancement: Coaching, Training, Education, and Development18. How Line Managers Can Foster Organization Performance Through Talent Enhancement19. Developing Leadership Potential Through 360-Degree Feedback and Coaching20. Developing Your Workforce: Measurement Makes a Difference21. Enriching Executive Development: The Essential Partnership Between Human Resources Professionals and Executive Coaches22. Change and Compassion: The Essence of Effective Coaching23. The Role of the Manager in Talent ManagementProgram 3: Talent Mobility: Acquisition, Onboarding, and Outplacement24. Novel Ways to Win the Battle for Great Talent25. Leading Practices in Building a More Successful Approach to Talent Acquisition26. Social Recruiting: Pick Up The Pace or Be Left Behind27. Increasing Your Odds of Success in Picking the Right CEO28. Onboarding as a Critical Component of a Talent Acquisition Strategy29. Using Storytelling to Make Onboarding More Inspiring and EffectiveProgram 4: Compensation30. Using the Right Rewards Program to Help Your Talent Management Program Fuel Transformation31. Using a Total Rewards Strategy to Support Your Talent Management Program32. Aligning Total Compensation Programs with Organization Values, Strategy, and Talent Management Processes33. Using Compensation to Win the Talent Wars34. Developing an Effective Compensation Philosophy that Attracts, Motivates, Retains, and Develops Top TalentPart IV: Culture 35. Driving Competitive Advantage Through Nontraditional Approaches to Engagement Surveys36. Using Diagnostic Assessment for Creative and Innovative Talent Management37. Characteristics of Innovative Individuals and Organizations38. Creating and Maintaining a Culture of Innovation, Engagement, Leadership, and Performance39. Reframing Creativity as a Martial Art40. 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 System42. Building a Reservoir of Women Super KeepersPart V: Global Talent Management 43. Acquiring and Retaining Expatriate Talent 44. Developing Global Leadership CompetenciesPart VI: Big Data45. 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 Data47. The Role of HT Technology in Talent Management48. Effective Talent Management Systems49. Realizing the Value of Big Data for Talent ManagementPart VII: Talent Management Competencies for Leaders and Professionals50. A Competency-Driven Approach to Talent Management Optimization51. Developing the Talent Developers52. Evolving Organization Development for the Future Part VIII: Significant Trends Affecting Talent Management Practices 53. Balancing Talent and Organization Culture: A Winning Combination54. HR Levers that Drive Business Results55. Eight Trends Shaping the Future of Talent Management ProgramsIndex Details ISBN1259863557 Edition 3rd ISBN-10 1259863557 ISBN-13 9781259863554 Format Hardcover Country of Publication United States DEWEY 658.314 Pages 704 Replaces 9780071739054 Author Dorothy Berger Publisher McGraw-Hill Education Imprint McGraw-Hill Education Place of Publication OH Language English UK Release Date 2018-01-14 Year 2018 Publication Date 2018-01-14 AU Release Date 2018-01-14 NZ Release Date 2018-01-14 US Release Date 2018-01-14 Edition Description 3rd edition Audience General Illustrations 60 Illustrations We've got this At The Nile, if you're looking for it, we've got it. With fast shipping, low prices, friendly service and well over a million items - you're bound to find what you want, at a price you'll love! TheNile_Item_ID:123692044;

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ISBN-13: 9781259863554

Book Title: The Talent Management Handbook, Third Edition: Making Culture a C

Number of Pages: 704 Pages

Language: English

Publication Name: The Talent Management Handbook, Third Edition: Making Culture a Competitive Advantage by Acquiring, Identifying, Developing, and Promoting the Best People

Publisher: Mcgraw-Hill Education

Publication Year: 2018

Subject: Management, Business

Item Height: 241 mm

Item Weight: 1211 g

Type: Textbook

Author: Lance Berger, Dorothy Berger

Item Width: 191 mm

Format: Hardcover