Strategy-Driven Talent Management

The EditorsRob Silzer is the managing director of HR Assessment and Development, Inc. For more than twenty-five years he has consulted with managers, HR professionals, executives, and CEOs from more than 150 organizations. Dr. Silzer specializes in executive and management leadership, assessment, selection, coaching, and development, and in strategically driven HR systems. He is editor of The 21st Century Executive: Innovative Practices for Building Leadership at the Top and co-editor with Richard Jeanneret of Individual Psychological Assessment: Predicting Behavior in Organizational Settings. Ben E. Dowell is an independent talent management consultant. He was vice president of talent management for the Bristol-Myers Squibb Company. His experience spans 30 years primarily working within companies to align talent management actions, systems, and processes with the strategic needs of the enterprise. Dr. Dowell specializes in talent management processes for senior leaders including succession planning and management, executive selection, and executive coaching. The Society for Industrial and Organizational Psychology (SIOP) is a 4,000-member Division within APA. The Professional Practice Series provides practitioners and students with guidance, insights, and advice on how to apply the concepts, research findings, methods, and tools from I-O psychology to address human-capital issues in organizations.

• Figures, Tables, and Exhibits xiiiForeword xviiPreface xxiThe Editors xxixThe Contributors xxxiPart One: General Frameworks1 Strategic Talent Management Matters 3Rob Silzer, Ben E. Dowell2 Building Competitive Advantage Through Integrated Talent Management 73Marcia J. Avedon, Gillian ScholesPart Two: Key Practices3 Building the Talent Pipeline: Attracting and Recruiting the Best and Brightest 123Leslie W. Joyce4 Ropes to Skip and the Ropes to Know: Facilitating Executive Onboarding 159Seymour Adler, Lorraine Stomski5 Identifying and Assessing High-Potential Talent: Current Organizational Practices 213Rob Silzer, Allan H. Church6 Developing Leadership Talent: Delivering on the Promise of Structured Programs 281Jay A. Conger7 Developing Leadership Talent Through Experiences 313Paul R. Yost, Mary Mannion Plunkett8 Changing Behavior One Leader at a Time 349Sandra L. Davis, Robert C. Barnett9 Managing Leadership Talent Pools 399Ben E. Dowell10 Employee Engagement: A Focus on Leaders 439Jeff SchippmannPart Three: Critical Issues11 Building Functional Expertise to Enhance Organizational Capability 463Suzan McDaniel, Erika D’Egidio12 Managing and Measuring the Talent Management Function 503John C. Scott, Steven G. Rogelberg, Brent W. Mattson13 Managing Talent in Global Organizations 549Thomas Ruddy, Pooja Anand14 Managing Talent in China 595Elizabeth WeldonPart Four: Different Perspectives15 Take the Pepsi Challenge: Talent Development at PepsiCo 617Allan H. Church. Janine Waclawski16 Integrated Talent Management at Microsoft 641Paul R. Yost17 They Can Do It! You Can Help! A Look at Talent Practices at the Home Depot 655Leslie W. Joyce18 Allstate’s “Good Hands” Approach to Talent Management: An Interview with Ed Liddy and Joan Crockett 669John W. Boudreau19 A View from the Top on Talent Management: An Interview with Warren Staley, Recently Retired CEO of Cargill Incorporated 699Sandra L. Davis20 Chief Human Resource Officer Perspectives on Talent Management 711Marcia J. Avedon, Stephen Cerrone, Mirian Graddick-Weir, Rob SilzerPart Five: Future Directions for Practice and Research21 Building Sustainable Talent Through Talent Management: Benefits, Challenges, and Future Directions 745Rob Silzer, Ben E. Dowell22 Critical Research Issues in Talent Management 767Rob Silzer23 Talent Management: An Annotated Bibliography 781Rob Silzer, Joshua B. FymanName Index 823Subject Index 835