Talent management

Corporate human resources should ensure conformity in standards across the businesses - for example, in employee evaluation processes, incentive plans, benefit plans, and training pohcies. As in other functions, aU operational tasks should be outsourced or operated as shared services at SBU level - for example, payroll, human resources information systems, a database on internal job opportunities, or the administration of benefit plans. The center should be active in developing top talent across the businesses, and it should run the goldfish pool for internal top talent and the company s program for recmiting experienced persoimel. This responsibility also includes the early identification of skills needed by the entire organization, for example, e-commerce skills to kick-start new businesses. The center must also act as a repository of expertise on internal and external best practices in talent management... 

Talent management therefore has to become a top corporate priority, for chemical companies even more than for others. Executive talent is, in general, an under-managed corporate asset. Our survey data show that, on average, fewer than 10 percent of executives say that their companies develop people effectively and move low performers quickly. In the chemical industry, companies manage their physical and financial assets with some sophistication, but with few exceptions they have not made people a priority in the same way. 

Note. The authors would like to extend their thanks to Janine Waclawski for her input on the initial outline and for providing feedback on the manuscript for this chapter, Leslie Golay for her assistance in compiling the MayflowerGroup benchmark results, and Elona Pira and Jean McNulty of The Conference Board for their support in obtaining benchmark data from the Council of Talent Management Executives I and II. 

We begin this section with a discussion of survey programs and then move into the related data-driven OD methods of360-degree feedback, performance management, and talent management. 

Interestingly, the two benchmarking studies (cited earlier) differed somewhat in this regard 59 percent of the companies responding on the MayflowerGroup study indicated that they incorporated D I as an explicit part of their talent management... 

Church, A. H., Waclawski, J. (2010). Take the Pepsi Challenge Talent development at PepsiCo. In R. Silzer B. E. Dowell (Eds.), Strategy-driven talent management A leadership imperative (pp. 617-640). San Francisco Jossey-Bass. 

Talent Management (recruitment, development, retention) Work Climate and Culture... 

Strategy-Driven Talent Management A Leadership Imperative Rob Silzer, Ben E. Dowell, Editors... 

McCauley, C. and Wakefield, M. (2006). Talent management in the 21st century Help your company find, develop, and keep its strongest workers. The Journal for Quality and Participation, 29(4), 4-7, 39. Retrieved 3 March 2011, from ABI/INFORM Global. (Document ID 1214836601). 

The major users of essential oUs are the big compounders—companies that emerged from the historical manufacturers of essential oils and fragrances and avors and new ones established by various deals between old players in the market or, like International Flavors Fragrances, were created by talented managers who left their parent companies and started on their own. Today s big 10 avors and fragrances are listed in Table 21.3. 

Personal Mastery. Our goal with talent management and professional growth is to enable our... 

O Applicant Tracking /Talent Management 8y... 0 BiuewolfSales Effectiveness Porum Q BtoS Online... 

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