James A. Cannon, Rita McGee
Pages: 406 Published: April 2007
ISBN: 1843981734
ISBN13: 9781843981732
Price: £415.00
Member price: £375.00
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Description
The key differentiator between good and great organisations is their ability to find, develop and retain talent. If an organisation is to survive, then it will only be through ensuring the continuity of its management and having the right people in the right place at the right time with the right skills.
This toolkit show you how to implement a talent management and succession planning policy tailored to your organisation's needs.
It provides practical guidance, checklists and tools to enable you to:
Clarify what talent management and succession planning actually are
Identify the talents your organisation needs now and in the future
Set up talent management and succession planning processes, including managing, developing and retaining talented individuals, and attracting those individuals in the first place
Train your managers on your policies and processes
Benchmark and evaluate your policies to measure their success
Contents
Contents
Introduction
The Business Case for Talent Management and Succession Planning
References
Talent Management
Succession Planning
The Tools:
Foundation Tools
Writing the Talent Management Strategy
How to Decide which Option is best for my Organisation
A Checklist for a Talent Management Strategy
Conducting a Talent Management Audit
Examples of Talent Management Processes
A Checklist to Help Clarify Roles. What is Expected of Stakeholders in Talent and Succession Management?
Readiness for Change
Business Strategy and Planning
Where is the Organisation Going?
What Factors will affect the Future?
What are the Potential Future Senarios for which the Organisation should Plan?
Determining what is Core and Non-core to your Activities
Critical Success Factors
Core Competence
Creating a Competency Profile
Are HR Activities Supporting our Core Competence?
Demand and Supply planning
Planning Succession
How to Identify Critical Roles
What are the Different Succession Planning Methods?
Planning Talent
What Talents does the Organisation Value?
What Talents does it already have?
Talent Pools
How to Keep Track of your Talent
Assessing Performance
Methods of assessment
Assessing Competence from Achievements
Forced Ranking
Assessing Potential
Different Approaches to Assessing Performance and Potential
Using the Performance Promotability Matrix to Assess the Talent Pool
Assessing Levels of Work
Acquiring Talent
Becoming an Employer of Choice
Resourcing Strategies - Options
Flexible Resourcing
Developing Talent
What a Development Plan looks like
Development Activities
Creating your own Talent Management programme
Talent De-railers and how to Keep Talent on Track
Having Constructive Career Conversations with People in the Talent Pool - Rules of Effective Feedback
Career Coaching
Identifying Mentors and Working with them to Develop your Top talent
Niche Development of Talent
Managing Talent
How to Manage Stars, Solid Citizens, Question Marks and those whose Future may be Elsewhere
Managing the Flow of People through the Organisation
How to Manage Talent Remotely
Problems and Concerns that will need to be Addressed
Retaining Talent
Retention Tactics - How to keep your Talent
Sources of Irritation leading to Turnover
Assessing Fit to Current Life Style and Work-life Balance
How to Approach a Conversation with Potential Talent - The Poaching Call
Rewarding Talent
Evaluating the Effectiveness of the Approaches Adopted
Evaluating your Success
Related resources
Sample files from this toolkit are available:
View the contents list, introduction and sample tool
Postgraduate Certificate in Career and Talent Management
Find out more
About the author(s)
James A. Cannon
Jim specialises in organisation development and has consulted with organisations in the UK and around the world. Jim works as a coach to individual executives, as well as facilitating events designed to improve the effectiveness of teams and organisations. He runs an extensive range of training courses for the Chartered Institute of Personnel and Development (CIPD) as well as other organisations. He is a guest lecturer at the University of Geneva.
Rita McGee
Rita is a Chartered Fellow of the CIPD. Previously HR Director of a major international brand she now works as a consultant, trainer, facilitator and executive coach. She has worked with every aspect of human resource management and development including positions as Director of Personnel and Non-Executive Director.
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