ATD Talent Management Handbook , livre ebook

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214 pages

English

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Description

The complex and ever-changing nature of today’s—and tomorrow’s—workforce demands that all involved in talent management rethink how to attract, engage, and grow future talent. This forward-looking handbook captures talent management’s evolution from a series of transactions to a fluid process that includes talent development.
With 20-plus chapters written by more than 30 contributors, the ATD Talent Management Handbook challenges you to think about the talent model of the future through the lens of different workforce models. It offers progressive thoughts on the current state of talent management and on how the function needs to adapt. Leaders, practitioners, and consultants alike will find useful insights and answers to relevant talent management challenges.
Edited by learning and development authority Terry Bickham, this handbook covers the entire talent management cycle, from talent acquisition and engagement to leadership development and succession planning. ATD’s first handbook on talent management, this book includes a foreword by ATD President and CEO Tony Bingham, highlighting the foundational components of talent development and its role within talent management.

Sujets

Efficacité professionnelle

Efficacité

Personal Management

Human Resources

Gestion et management

Economics

Business

Gestion d'équipe

Informations

Publié par	Association for Talent Development
Date de parution	12 novembre 2015
Nombre de lectures	0
EAN13	9781562869847
Langue	English

Informations légales : prix de location à la page 0,4500€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

© 2016 ASTD DBA the Association for Talent Development (ATD) All rights reserved. Printed in the United States of America.
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No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, please go to www.copyright.com , or contact Copyright Clearance Center (CCC), 222 Rosewood Drive, Danvers, MA 01923 (telephone: 978.750.8400; fax: 978.646.8600).
ATD Press is an internationally renowned source of insightful and practical information on talent development, training, and professional development.
ATD Press 1640 King Street Alexandria, VA 22314 USA
Ordering information: Books published by ATD Press can be purchased by visiting ATD’s website at www.td.org/books or by calling 800.628.2783 or 703.683.8100.
Library of Congress Control Number: 2015951884
ISBN-10: 1-56286-984-1 ISBN-13: 978-1-56286-984-7 e-ISBN: 978-1-60728-308-9
ATD Press Editorial Staff Director: Kristine Luecker Manager: Christian Green Community of Practice Manager, Human Capital: Ann Parker Developmental Editor: Jack Harlow Text Design: Maggie Hyde Cover Design: Bey Bello and Maggie Hyde Printed by Sheridan Books, Inc., Chelsea, MI
Contents
Foreword
Introduction
Section I: Attracting Talent
1   Easy-to-Use Approaches to Attract Top Talent John Sullivan
2   Seven Maxims to Guide Talent Attraction Jenny Dearborn
3   Creating a Magnetic Workplace That Attracts Talent Roberta Matuson
Section II: Engaging Talent
4   Preparing Talent Through Onboarding Alex D. Tremble Jr. and Cheryl A. Abram
5   Essentials of World-Class Onboarding Sarah Hagerman, Lilith Christiansen, and Mark Stein
6   Designing Inboarding (Onboarding for Internal Transfers) Sarah Hagerman, Lilith Christiansen, and Mark Stein
7   How to Build a Culture of Engagement Rebecca Ray, David Dye, Patrick Hyland, Joseph Kaplan, and Adam Pressman
8   Transforming Reward Into a Strategic Contributor to Talent Management Jon Ingham
9   Organizational Culture as a Foundation for Retention Julie Clow
Section III: Optimizing Talent
10   Adopting a More Dynamic Approach to Performance Management William A. Schiemann and Craig Dinsell
11   Engaging Leaders in Performance Management Matt Peters
12   StandOut: Next-Generation Performance Management Marcus Buckingham
13   Talent Analytics and Reporting Matthew G. Valencius
14   Making Talent Analytics and Reporting a Decision Science John W. Boudreau and Edward E. Lawler III
15   The Age of Big Data and Talent Analytics Kevin Oakes and Cliff Stevenson
Section IV: Growing Talent
16   Adapting to Changing Workforce Policy Issues Jeanette K. Winters
17   Talent Building in Motion: More, Better, Sooner Anne Davis Gotte and Kevin D. Wilde
18   Strategic Performance Learning: How to Rethink Thinking Mike Vaughan and Joel Janov
19   Building a Leadership Development Strategy Larry Clark
20   Talent Managers as Change Agents Holly Burkett
21   Action Learning: Simultaneous Development and Succession Planning Noel M. Tichy and Christopher DeRose
Afterword: The Future of Talent Management Annmarie Neal and Daniel Sonsino
About the Editor
Index
  Foreword
W hen the Association for Talent Development (ATD) embarked on its rebranding journey in May 2014, we knew that it would be important to help lead the profession in defining talent development. We wanted to create the space for companies to interpret how talent development works and how it is evolving within their specific sectors and unique organizational structures. We understood that talent development is different from one workplace to the next depending on size, resource availability, and industry.
At the outset of its journey, ATD described talent development as:

Talent development encompasses the breadth and depth of the profession and includes all of the Areas of Expertise you see reflected in our Competency Model, and more. While the profession has these areas as its foundation, we will be working with our members and others in the profession to provide their input and expertise to continually define the scope of this field’s work.
Building a Talent Development Structure Without Borders
ATD spent the next year conducting in-depth interviews and surveys with talent development professionals to better understand the critical practices that make up the function, and the ongoing challenges and emerging trends. We wanted to hear from you—practitioners immersed in the work of developing employees—in order to articulate a clear, definitive, yet flexible position on talent development. We strove to delineate both the comprehensive and core components of talent development to enable you to build a talent development function best suited for your organization.
As a result of this process, in fall 2015 ATD published the whitepaper Building a Talent Development Structure Without Borders. This report identifies the core practices for developing talent: needs assessment, instructional design, training delivery, evaluation of learning impact, learning program management, learning technologies, onboarding, employee engagement, coaching, performance improvement, performance management, leadership development, executive development, change management, and compliance. The report also shows how organizations align the talent development function to support critical strategic initiatives such as innovation, analytics, mobile and social learning, and talent management.
Each organization’s reported definition and implementation of talent development has its own flavor and nuances, proving that not one size fits all. Yet the goal for all talent development professionals is the same—to build a function that effectively and consistently develops employees who positively affect organizational success.
The ATD Talent Management Handbook Emerges
In conjunction with this ongoing talent development research, ATD set out to publish a compilation of best and next practices in talent management. Gathering more than 30 of the leading subject matter experts, with the oversight of learning and development authority Terry Bickham, we designed the ATD Talent Management Handbook to illustrate the scope of the myriad talent management functions.
Kevin Oakes, president and CEO of i4cp and ATD Talent Management Handbook contributor, says: “Talent development is all about developing the skills of the talent in the organization, and continuing to grow the individuals within that organization. Talent management is about looking holistically at all of the human capital functions inside of an organization and trying to benefit from that holistic view.”
With this perspective in mind, we incorporated talent development best practices throughout the ATD Talent Management Handbook, illustrating that talent development is the foundation of talent management. The next 300-plus pages are packed with insight on how talent development can be aligned with, and directly affect, talent management as a whole. You will learn what leading organizations are doing to synthesize the talent management life cycle from acquisition to engagement to leadership development and succession planning, all while building on a groundwork of talent development—the life-giving roots of workplace learning.
Talent Management in the 21st Century
The workplace continues to experience rapid change as a result of globalization, new technologies, and shifting employee expectations. Operational silos are increasingly blurred and traditional hierarchies flattened. Decades ago, talent management and talent development (then workplace learning and performance) were distinct functions. Today, senior leaders are increasingly seeing the value of uniting the two to achieve the greatest impact on employee performance and the bottom line.
Organizations that understand the purpose and practices of effective talent development—and its role within talent management—will be well positioned for the world of work in the 21st century. ATD is pleased to continue leading the profession through this evolution, empowering professionals to develop talent in the workplace and, ultimately, to create a world that works better.
—Tony Bingham President and CEO, ATD
Introduction
A s I’m writing this introduction, a quick check finds 27 devices wirelessly connected to the Internet on my home office network, streaming information in and out, eroding the boundaries of work and whatever it is we do when we are not working. I find myself constantly sampling, analyzing, and prioritizing information, and I’m not alone. According to Deloitte’s Global Human Capital Trends 2015 report, today’s hyper-connected employees are increasingly overwhelmed, distracted, and impatient. They work from multiple locations and restructure their work to meet their lifestyle needs—and they are increasingly likely to be contract or freelance workers. The world of work is changing not just for Millennials but also for older generations who are staying in the workforce longer.
So, how do we actually manage talent in this work environment? How do we convince the best talent to come work for us? Then, once we do, how do we create an environment so engaging they want to stay? As my graduate school professor, mentor, and friend Allison Rossett used to say, managers may think employees “oughta want to,” but the fact is they don’t, do they?
Instead, managing talent now means we must treat employees more like customers and business partners than like direct reports. We must think differently about how work is designed and provide a workplace culture that enc