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Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop, and Retain Top Talent

ISBN: 978-0-470-55523-1
336 pages
December 2009, Pfeiffer
Best Practices in Talent Management: How the World

Praise for Best Practices in Talent Management

"This book includes the most up-to-date thinking, tools, models, instruments and case studies necessary to identify, lead, and manage talent within your organization and with a focus on results. It provides it all—from thought leadership to real-world practice."

Patrick Carmichael

head of talent management, refining, marketing, and international operations, Saudi Aramco

"This is a superb compendium of stories that give the reader a peek behind the curtains of top notch organizations who have wrestled with current issues of talent management. Their lessons learned are vital for leaders and practitioners who want a very valuable heads up."

Beverly Kaye

Founder/CEO: Career Systems International and Co-Author, Love 'Em or Lose 'Em

"This is a must read for organization leaders and HR practitioners who cope with the today's most critical business challenge—talent management. This book provides a vast amount of thought provoking ideals, tools, and models, for building and implementing talent management strategies. I highly recommend it!"

Dale Halm

Organization Development Program Manager, Arizona Public Service ?

"If you are responsible for planning and implementing an effective talent and succession management strategy in your organization, this book provides the case study examples you are looking for."

Doris Sims

Author, Building Tomorrow's Talent

"A must read for all managers who wish to implement a best practice talent management program within their organization"

Fariborz Ghadar

William A. Schreyer Professor of Global Management, Policies and Planning Senior Advisor and Distinguished Senior Scholar Center for Strategic and International Affairs Founding Director Center for Global Business Studies

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Introduction, by Louis Carter xiii

Acknowledgments xxvii

How to Use This Book xxix

CHAPTER ONE: AVON PRODUCTS, INC., BY MARC EFFRON 1

Introduction 2

A Success-Driven Challenge 2

The Turnaround 3

The Talent Challenge 3

Execute on the “What,” Differentiate with “How” 4

From Opaque to Transparent 5

From Complex to Simple 7

From Egalitarian to Differentiated 10

From Episodic to Disciplined 11

From Emotional to Factual 12

From Meaningless to Consequential 13

The Results of a Talent Turnaround 14

Measuring the Talent Turnaround’s Success 15

CHAPTER TWO: BANK OF AMERICA, BY BRIAN FISHEL AND JAY CONGER 17

Introduction 18

Leadership Development Activities for Executive Leaders 21

Lessons for Designing On-Boarding for Executive Leaders 32

CHAPTER THREE: CORNING INCORPORATED, BY RICHARD A. O’LEARY, GARY JUSELA, AND HEATH N. TOPPER 36

Introduction 37

The Business Case for the Accelerated Development of Corning Program Managers 40

The Design Flow: Two Weeks of Experiential Learning with an Interim Period of Coaching and Mentoring 48

Outcomes and Next Steps for Growing the Talent Pipeline of Program Leaders 56

Next Steps 57

CHAPTER FOUR: CUSTOMER AND ENTERPRISE SERVICES (CES) DIVISION, BY MICHAEL SCHECTER, JOHN PARKER, AND JUDY ZAUCHA 60

Business Background and Challenges 61

The Roots of the CES Transformation: Leadership and Process 62

Diagnosing and Designing the Whole System Transformation: The Leadership Alignment Event 68

Implementing the Whole System Transformation: The Waves 71

Supporting and Reinforcing the Whole System Transformation 77

Evaluation of the CES Whole System Transformation 82

CHAPTER FIVE: ECOLAB, INC., BY ROBERT C. BARNETT, MICHAEL L. MEYER, SARAH J. MURPHY, AND SUSAN M. METCALF 84

Introduction 85

Company Background 85

Ecolab’s 2002–2007 Strategic Plan 85

Culture Is Critical 87

Ecolab’s Talent Management Philosophy 88

The Ecolab Talent Pipeline 90

The Importance of Individual Development 90

Introducing the Talent Pipeline Model at Ecolab 95

Supporting Successful Implementation 95

Keeping the Pipeline Full 98

Results 100

Conclusion 101

CHAPTER SIX: GE MONEY AMERICAS, BY TAMMY GRISHAM AND D. ZACHARY MISKO 103

Introduction 104

Company Background and Environment 104

The Challenge and Approach 105

The Technology 106

Strategy for Sourcing 108

LEAN Methodologies 111

Expansion 113

Conclusion 114

CHAPTER SEVEN: INTERNAL REVENUE SERVICE, BY SUSAN CLAYTON, VICTORIA BAUGH, AND MATHEW J. FERRERO 115

Introduction 116

Company Background and Current Leadership Environment 116

The 21st Century IRS 118

Leadership Succession Planning—The Challenges 121

LSR Website and Infrastructure 126

Results 128

Indicators of Success 131

Evaluation 132

Next Steps 133

Conclusion 134

CHAPTER EIGHT: KAISER PERMANENTE COLORADO REGION, BY MARGARET TURNER 136

Introduction 137

Design 140

Process 142

Implementation 150

Support and Reinforce 152

Evaluation 153

Next Steps 153

Conclusion 154

CHAPTER NINE: MCDONALD’S, BY JAMES INTAGLIATA AND NEAL KULICK 155

Context for Global Talent Management Initiatives 156

Evolution of the Talent Management System: Key

Initiatives and Enhancements 159

Overall Summary 175

CHAPTER TEN: MICROSOFT CORPORATION, BY SHANNON WALLIS, BRIAN O. UNDERHILL, AND CARTER MCNAMARA 177

Introduction 178

What Led Microsoft SMSG to Make the Change 179

Expo Leaders Building Leaders—The New High-Potential Development Experience 179

The Process of Redesigning the High-Potential Development Experience 189

Coaching as a Primary Development Component for HiPo Development in SMSG 191

Learning Circles as a Primary Development Component for HiPo Development in SMSG 199

Conclusion 206

CHAPTER ELEVEN: MURRAY & ROBERTS LIMITED, BY ZELIA SOARES 208

Introduction 209

Design and Alignment 214

Implementation 220

Evaluation 223

Summary 224

CHAPTER TWELVE: PORTER NOVELLI, BY GREG WALDRON 225

Introduction 226

Program Implementation 231

Performance Management System Development 236

Evaluation 239

CHAPTER THIRTEEN: SOUTHERN COMPANY, BY JIM GREENE 241

Introduction 242

Background 242

Initial Improvements 243

The Leadership Action Council 246

Competency Model 247

Leadership Assessment 248

Succession Planning 249

Leadership Database 254

Development Activities 254

Evaluation and Lessons Learned 256

CHAPTER FOURTEEN: WHIRLPOOL CORPORATION, BY KRISTEN WEIRICK 258

Introduction 259

The Business Challenge 259

Design and Approach 260

Evaluation 265

Next Steps 266

Summary 269

Conclusion 271

Epilogue, by William J. Rothwell 288

Index 295

About Best Practice Institute 303

About the Editors 305

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Marshall Goldsmith, Ph.D., is one of a select few advisors who have been asked to work with over 120 major CEOs and their management teams. A prolific author, his book What Got You Here Won't Get You There was ranked as the #1 best-selling business book by the The New York Times and The Wall Street Journal. For ten years, he served as a member of the Board of the Peter Drucker Foundation.

Louis Carter is the Founder and CEO of the Best Practice Institute, and a world-renown leadership and organization change advisor. He is the author of over nine books on best practices including Change Champion's Fieldguide and Best Practices in Leadership Development and Change.

Best Practice Institute (BPI) is an association of executives and leaders who share and pioneer best methods of organizational change. Best Practice Institute produces online learning sessions, webinars, Benchmark Research Groups, publications, and certification programs. (www.bpiworld.com)

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