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CONTENTS

Chapter 1 New realities of talent management
• Talent – a business maker or breaker?
• Talent is harder to manage.
• Immediate pressures and costs of under-performance.
• Widening talent management gap.
• Dealing with uncertainty.
• The pay-off when talent is central to business strategy.
• Getting the fundamentals right.
• Towards a human capital model of performance.
• Defining the talent management agenda.
• Why a talent mindset matters.

Chapter 2 Seven core issues
• Contentious issues – and tough questions.
• What are the talent implications of business strategy?
• What leadership, core business capabilities and skills must we develop?
• Who should be responsible for setting talent strategy and objectives?
• Who should be responsible for implementing talent management?
• How effective are talent management processes and practices?
• How do we know that talent is making a measurable difference?
• What corporate culture do we need to create for talent management to flourish?
• Talent Management Health Check.

Chapter 3 Current talent management strategies
* An unfolding story…
• What is different about the current recession?
• Continuing pressure on talent.
• Coping with the impacts on motivation, moral and engagement.
• Resolving the dilemmas of globalisation.
• Planning for uncertainty.
• Responding to growing employee power.
• The networked organisation and collaborative working.
• Generation Y and the new rules of engagement.
• Unified talent management – the next phase.

Chapter 4 How to align talent with corporate strategy
• How organisations position talent strategically.
• How organisational characteristics limit strategic options.
• Transactional and commitment-oriented cultures.
• Aligning talent with business strategy.
• Identifying the strategic issues.
• Responsibility for creating talent strategies.
• Talent management focus.
• Gaining and maintaining senior management buy-in.
• Tangible and intangible costs of poor talent management.

Chapter 5 How to establish talent management priorities
• Why differentiate and prioritise talent?
• Responsibility for prioritisation.
• Criteria for talent prioritisation.
• Prioritisation in action.
• Position prioritisation impacts on business and talent goals.
• Ten prioritisation questions.

Chapter 6 Key talent management processes
• Determining the talent process portfolio.
• Forecasting demand for skills and talent.
• Defining, assessing and tracking core competencies.
• Talent development programmes.
• Talent acquisition – make or buy?
• Reviewing progress against plans.
• Ten questions to improve talent management processes.

Chapter 7 Measuring talent management effectiveness and value
• What gets measured gets managed.
• How the balanced scorecard works.
• Focusing on the measures that matter.
• Frameworks and methods for assessing talent management.
• What companies typically measure.
• TM practitioners report under-performance.

Chapter 8 Talent Management roles and responsibilities
• Finding the talent to drive TM results.
• Talent management organisation and roles.
• What talent managers do.
• Business and talent deliverables.
• Reporting lines and operations.

Chapter 9 Talent technologies and systems for informed decision making
• The talent-technology opportunity.
• How companies reap the technology bonus.
• Evolution and adoption rates.
• Why Roche chose to go online.
• Performance management systems.
• Whirlpool – technology and talent.
• How Web 2.0 is changing and supporting talent management.
• Talent management vendor selection.

Chapter 10 Tuning talent for high performance: the new frontiers
• Creating the right culture for talent to flourish.
• Tangible and non-tangible rewards.
• How to make your organisation a talent magnet.
• Cost of failing the great place to work test.
• Using the employer brand.
• Improving the employer brand.

Chapter 11 Using an integrated talent management framework
• The framework.
• Six steps for the talent plan.
• Seven talent workstreams.
• Outcomes and evaluation.
• Talent management enablers.

Chapter 12 Ten-point agenda for business leaders
• Make the talent link with strategy.
• Encourage a commitment to talent.
• Put business goals first.
• Develop an inclusive approach.
• Think longer term.
• Focus on what works for your organisation.
• Ensure that talent wants to stay.
• Evaluate talent outcomes.
• Differentiate between performance and potential.
• Create a culture of achievement.

Chapter 13 Case studies
• AstraZeneca.
• Batesville Casket Company.
• BAE Systems.
• Cisco Systems.
• Lloyds Banking Group.
• LSG Sky Chefs.
• Reed Elsevier.
• Talent in finance and HR functions.