Developing Executive Talent: Best Practices from Global Leaders

"The input from a broad base of business leaders provided in this book helps the reader to learn from the experience of others and apply it to their own setting."
Tracy Robbins, Executive Vice President of Human Resources, InterContinental Hotels Group Plc

"This book describes a comprehensive approach to talent management which is of critical importance for building effective leadership in all types of organisations."
Christine Lloyd, Executive Director of People & Organisational Development, Cancer Research UK

"Every day organisations destroy value for shareholders because they are unable to identify and unlock the talent within their business. Talent management is probably one of the most significant value creating or value destroying capabilities that any organisation can have.

That′s why learning from those that have found a way of doing this is so important for anyone in a leadership role. This guide is a great place to start."
Lynne Weedall, Human Resources Director, Hospitals Division, Bupa

"At last – a concise and highly practical book on one of the most critical areas of modern commercial management – with the added benefit of an approach based on the realities of what actually works in a variety of organisational contexts. The content is both thought–provoking and of immediate practical use."
Alastair Procter, Head of International Human Resources, Universal McCann

Acknowledgements.

1. What is this book about?

2. The importance of talent management for long–term business success.

3. An overview of Talent Management processes

4. Using strategic business objectives to drive Talent Management efforts.

5. Talent management in critical jobs.

6. Managing succession.

7. Talent scouting in the external environment.

8. Systematic processes for identifying future executive talent and assessing potential.

9. Career paths.

10. Developing executive capability.

11. Breaking down silos that are barriers to effective talent management.

12.Talent Management and diversity.

13. Employer branding and talent management.

14. Integrating talent management with other human resource processes.

15. How about exceptional performers?

16. Building support at the top.

17. How do I manage my own career?

18. Conclusion.

APPENDIX 1.

APPENDIX 2.

APPENDIX 3.

INDEX.

Jonathan Smilansky, a PhD psychologist, started his career as an academic and then moved into Human Resource consultancy with a focus on individual and organisational development. Prior to founding Hydrogen (a talent development consultancy), Jonathan was the Executive Vice President, Global Human Resources for Universal Music Group (based in New York). He held similar positions at Forte/Meridien Hotels and Visa International and has also been a Partner in Hay Management Consultants (UK) and in Pilat HR Systems. Jonathan s interests focus on talent and organisation development and the role of Human Resources in improving business performance. He has written a number of books and articles for professional publications including The New HR, Thompson Publishing (1997) and Talent Management, Wiley (2006).