Strategic talent development : develop and engage all your people for business success / Janice Caplan.

Includes bibliographical references and index.

Print version record.

In recent years globalization and technological advances have changed the business world. In this new world of ideas, which may come from anywhere within the company, businesses must be sufficiently agile, future-focused, and innovative to keep pace with rapid change. In these new conditions, command and control systems no longer work effectively and nor do extended hierarchies of management. To be successful, tomorrow's leaders will have to recognize the importance of their people. Strategic Talent Development will help them to:- Develop talent for the future - Encourage an organization.

Cover; Title Page; Copyright; Contents; Acknowledgements; Preface; Introduction; 01 The new world organization; What is employee engagement?; Why is employee engagement important?; The characteristics of employee engagement; Strategic talent development: the link between talent management and employee engagement; How do we bring talent and engagement policies to life?; Leadership models that enhance employee engagement; The way we do things around here; 02 Organizational values; The mathematics of values; Giving values meaning; Organizational success factors; Business ethics and values.

03 Strategic frameworkThe relevance of the four-point framework to the new world business environment; What does success look like?; The four-point framework; Using the four-point framework to achieve a coordinated approach; 04 A focus on the future; Create a focus on the future from the top; Drive organizational transformation; Create a shared understanding of success; 05 Self-managed succession: learning; The importance of learning; The importance of self-awareness and of understanding behaviours; Integrated self-managed succession; Coaching and mentoring.

06 Self-managed succession: careersFewer 'new world' careers will progress along a linear path; Making resources available to help people identify career paths; Unlocking the barriers for equal opportunity; International development; 07 Creating a people databank: succession and workforce planning; Informing decisions; Workforce planning; Succession planning; People databank and employee engagement data; 08 Performance and pay; Shared management; Performance appraisal; Cultural messages; Reward; 09 Nearby management; All managers are nearby managers to some.

Three people-management responsibilities10 Faraway leadership; Faraway management -- in the C-Suite; Promote organizational culture; Create and implement strategy; Strategy implementation; Overall management of values, visions and strategy; The breakdown of collaboration; The encouragement of collaboration; Leadership of innovation; Develop emerging talent; Measure leaders' performance; Leadership development; Development for emerging leaders; Strategic talent development checklist; Further reading; References; Appendix: Mind the gap; Index; Back Cover.

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