Index

360 feedback scores, 100

360-degree reviews, 99

360-feedback, 220

A

absenteeism, 140; see also table 6.3

acculturation, 148, 151, 153, 169–71, 173, 183, 189, 221; see also table 6.3

ACE

ACE Day, 208, 210–11, 223

ACE ScorecardTM, 119, 123, 126, 205, 206; see also figure 7.3

assessment, 94, 173

awards, 92, 209, 223

behaviors, 92, 209

blind spots, 220

business impact, see tables 3.1, 6.2

components, 44, 114, 119, 133

concept, 69, 77

cultures, 71

drivers, 54

framework, 81, 92, 97, 193

fundamentals, 90

gaps, 79, 102, 211

initiative, 76

issues, 105

lens, 147, 152, 171, 173, 177, 186, 191, 221

measurement data, 127

measures, 91, 207

pulse surveys, 207

questionnaire, 111; see also table 7.1

scores, 46, 80, 99, 104–05, 139, 173, 185, 187, 205, 207–08, 210–11, 217, 222–23; see also figure 11.1

skills, 96, 99

survey(s), 71, 79, 95, 99, 105, 107, 111–12, 117, 124, 128, 173, 182, 186–87, 192, 208, 215, 218–19, 223; see also table 7.2

teams, 204

action learning, see table 6.4

alignment audits, 111

Alignment drivers, 112

Amazon, 32

American Community Survey, 23

American Society for Quality (ASQ), 44, 50, 73

Apple, 11, 13, 20, 158

appraisal discussions, 176

AT&T, 31

attitudes, 1, 12, 137

Avis, 112

B

Baby Boomers, 22, 28–9

Barnes & Noble, 32

BASF, 78

behavioral interviewing, see table 6.4

Borders, 25, 32

Boston, Terry, 77, 209

Boudreau, John, 54, 69

BranchOut, 22, 162

brand promise, 41, 52–3, 150; see also tables 3.1, 6.2, 7.2

branding,15, 164–65; see also employer branding

Brazil, 26

BRIC countries, 26

Brown Brothers Harriman, 12

Bullseye!, 204

business acumen, 14, 97–8, 188

business outcomes, 50, 151, 208, 211, 217; see also table 2.1

business performance, 25, 99, 112, 128; see also figure 9.1

business strategy/ies, 3, 46, 53, 69, 87, 112, 117, 130–33, 206–07, 216–18, 221, 223

C

calibration discussions, 179

Campbell, David, 101

Capability drivers, 112

Cappelli, Peter, 188

Catell, Robert, 78

Center for Creative Leadership (CCL), 101

CEO and the Monk, 78

Chevron, 194

China, 22, 26–7, 85, 195; see also table 4.1

CIT, 201, 202

coaching, 14, 79, 95, 103, 121–24, 126, 136, 182–83, 220, 222; see also figures 7.5, 7.6 and tables 2.1, 4.2, 6.3, 6.4

appraisal, see table 6.4

Coca Cola, 158

compensation pool, 15

competencies, 1,12, 37–8, 41, 99, 100, 120, 124, 150–51, 161–62, 173, 175, 182, 187–89, 219, 221; see also figure 3.1

collective, 1, 12, 37

competency banks, 111

competitive advantage, 10–1, 17, 96, 130

Costco, 11

Crosby, Don, 10

cultural challenges, 31

cultural status quo, 82

culture(s), 10, 17, 32, 47, 59, 63, 90, 117, 124, 127, 137, 140, 150, 153, 155, 157–59, 162–63, 171, 173, 176, 189, 194, 196–97, 202–04, 222; see also figure 3.5 and tables 2.1, 3.1, 6.2; see also ACE cultures

customer

complaints, 46, 93, 125, 215; see also figure 3.4

expectations, 15, 41–3, 77, 111, 155, 172

feedback, 106

losses, 129

loyalty, 63, 65, 125, 131, 215; see also figure 9.1

relationship(s), 11, 81, 95, 183; see also tables 3.1 and 6.2

retention, 46, 95, 125, 132, 139; see also tables 3.1, 6.2, 8.1 and figures 8.1, 8.3

customer-centric, 42

D

Daimler, 1

De Beers, 132

Deegan, Shannon, 10

demographers, 26; see also table 2.1

demographics, 15, 28

developmental feedback, 196

Disengaged profile, 53; see also tables 3.2, 6.1

disengaged workers, see tables 3.1, 6.2

Disney, 158

Disneyworld, 20

diversity, 14, 28, 73, 137; see also figure 11.2 and tables 2.1, 4.1, 6.3

generational, 25, 28

training, 14; see also table 6.4

downsizing, 3, 25; see also table 2.1

dysfunctional behaviors, 9

E

Ely, Nancy, 72, 78

employee

capabilities, 73

engagement, 3, 64, 82, 203; see also figure 7.2

satisfaction, 63, 112

survey results, 128

employer brand, 33, 80, 136, 147, 152–53, 155, 157–59, 221

attributes, 160, 173

employer branding, 165; see also table 4.2

employer value proposition, 136, 150, 158

engaged workers, 71

engagement, 8, 13, 29, 42, 55, 63, 73, 112, 121, 140; see also figures 1.1, 10.1 and tables 4.1, 4.2, 6.4

Engagement drivers, 28

Engagement index, 118

Engagement scores, 47–8, 63, 100, 115, 118, 121, 139; see also figure 7.2 and table 7.1

survey, 112; see also table 4.2

training, 121, 140; see also table 4.2, 6.4

executive compensation, see table 4.2

exit interview(s), 150, 193, 196

F

Facebook, 2, 30

financial goals, 73, 81, 92, 139, 206

financial performance, 44, 50, 65, 107, 124–26, 203, 211, 215; see also figure 3.2 and table 4.1

flexible work arrangements, 23

functional silos, 87, 202

G

General Electric, 158, 178

Generation Y, 23, 28, 178

Ginsburgh, Steve, 69, 78, 81

Givray, Henry, 10

global brand image, 10

global competition, 1, 40; see also table 2.1

global marketplace, 21–2

globalization, 25–7

Google, 10, 11, 158, 159–160, 164–65

Google+, 30

Great Practice, 3, 16, 70, 115, 121, 126–27, 172, 211, 214

grievances, 99, 140; see also table 6.3

H

Harris, Marisa, 201–03

HCL Technologies, 10, 61, 86

Hertz, 112

highpotential leaders, 104, 129, 186, 188

highpotential leadership candidates, 188

hiring, 2, 11, 37, 80, 118, 120, 145, 150, 152, 157, 161, 170, 175, 189, 205; see also figure 7.6 and table 6.4

attributes, 162

criteria, 175

effectiveness, see figure 7.5

expectations, 189

experiences, 165

manager(s), 23, 39, 162, 165

practice, 164

process/es, 147, 150, 161, 164, 170; see also table 4.1

rate, 161

representative, 39

successful hiring rate, 161

Hoffman, Bob, 10, 69

HR

capabilities, 69

coach, 172

leaders, 32, 69, 75

leadership team, 206

organization(s), 5, 121

policies, 92, 99

professional(s), 5, 12, 17, 28, 58, 65, 68–9, 71, 79, 87, 89, 96–7, 100, 143, 150, 214–15, 221

requirements, 157

rules, 4

team(s), 70, 72, 121, 135, 150, 155

HR Certification Institute, 83

Hsieh, Tony, 8

human capital, 1–3, 16, 27, 37, 46, 51, 54, 61, 76, 81, 83, 85, 87, 96, 119, 124, 127, 131, 135–36, 151–52, 175, 177, 205, 214; see also table 2.1

I

IBM, 27

India, 26, 188

innovation, 1, 10–1, 33, 44, 78, 101, 121, 130, 137; see also figures 7.1, 7.2 and tables 4.2, 7.2

Intel, 1, 27, 180–81

intellectual capital, 11

iPad(s), 20

iPhone 4S, 20

Izzo, Ralph, 75, 79

J

Japan, 26

“Jeopardy”, 27

jobless recovery, 22

Jobvite, 22

Johnson & Johnson (J&J), 81–2, 208

Credo, see figure 5.1

just-in-time training, 188

K

Keyspan, 78

knowledge, skills, experiences, and abilities (KSEA), 159

Kotter, John, 204

L

labor, 1–2, 4, 12, 15, 26, 29, 36–8, 71–2, 111, 126, 136, 152, 159, 219; see also table 2.1

Lafley, A.G., 205

Lansing, Andy, 162–63

Lawler, Ed, 143

leadership

ability, 187

acumen, 196

capabilities, 96

development, 123, 125, 147, 187, 196; see also table 4.2

succession, see table 2.1

talent, see table 2.1

team(s), 33, 64, 67, 76, 79, 121–22, 124, 134, 141, 145, 155, 160, 201, 206, 209

Leadership IQ, 170

Lenovo, 1, 158

Levy Restaurants, 162–63

line managers, 85, 150–51, 168

Lingle, John, 47, 204

LinkedIn, 30, 195

lost productivity, 9, 14

M

Macrowikinomics, 2

Malaysia, 26

managerial talent, 96

Marini, Rick, 22, 162

marketplace realities, 2

Marsiello, Larry, 201–02

McDonald’s, 10

metrics, 25, 55, 129–30, 137, 141–44, 151, 156, 179, 182, 187, 203; see also tables 2.1, 4.2

Middle East, 10, 25

misaligned goals, 73, 169

misguided enthusiasm, see table 3.2

mission statements, 81, 112

Moore, Kenny, 78

multicultural teams, 10

N

Nayar, Vineet, 10, 61, 86, 208

network mapping, 105

networking, 25, 30, 149

new economy, 21

new hires, 72, 115, 151, 154, 167, 170–71, 173–74, 183, 194, 196; see also table 6.4

NextTag, 13

Northwestern Mutual, 166

Novartis, 10, 69, 206

O

onboarding, 2, 12, 14–5, 147–49, 151–53, 160; see also figure 9.2 and tables 2.1, 4.1, 4.2, 6.4

One3, 206

One World South Asia, 23

operating effectiveness, 44

operational audits, 128

opportunity cost, 84

optimal performance, 15, see also figure 1.1

sub-optimal, 169

organizational

barriers, 69

characteristics, 159

drivers, 193

leader(s), 9–10, 68, 132, 197, 216

mindset, 32

performance, 17, 32, 45, 47, 55, 67, 128, 130, 152–53, 220–21

risk, 130

structure(s), 79, 99, 137, 152

support, 85

outsourcing, 3, 31, 47, 69, 72–3

P

pay-for-performance, 182

People Equity framework, 3–5, 32

Pepsi, 178

performance

appraisals, 118, 177–78

barriers, 181

curve, 179

discussions, 174, 177

evaluation, 175–76

feedback, 95, 98, 103, 114, 177, 180, 183

gaps, 67; see also table 6.4

goals, 95, 98, 106, 178; see also figure 7.5 and tables 6.4, 7.1

improvements, 104

management, 2, 12, 15, 33, 70, 76, 80, 114, 121–22, 136, 145, 148–49, 151, 154, 160, 169, 175, 177–78, 181–82, 186–87, 221; see also figures 1.1, 7.4, 7.5, 11.2 and tables 4.2, 7.2

peak, 11

ratings, 176–77, 180

vague performance goals, 106

Peter Principle, 101

Pfizer, 10

PJM Interconnection, 77, 209

PricewaterhouseCoopers, 166

Princeton University, 174

Procter & Gamble, 158, 178, 205

productivity, 9, 14, 17, 31, 37–8, 44, 50, 80, 88, 105, 107, 110, 125, 131–32, 136, 139, 155, 191, 197, 203, 205–06, 208, 215; see also figures 3.3, 8.1, 8.2, 9.1 and tables 3.1, 6.2, 8.1

profit margins, 129

PSEG, 75, 79

Q

Qualcomm, 159

Quality Progress, 47, 67

R

ramp-up costs, 191

ramp-up time, 191

Rawlinson, Vicki, 69

recession, 1, 10, 22–3, 25, 27, 29, 39, 61, 69, 80; see also tables 2.1, 4.1

Great Recession, 1, 47

prerecession, 2

recognition program(s), 78, 92; see also table 6.4

Recon Analytics, 20

recruiting, 12, 14–5, 33, 130, 149, 152, 160–61, 164, 189, 191, 221; see also table 6.4

regulatory compliance, 157

Reinventing Talent Management, 4, 23, 25, 148, 214

resistance points, 85, 91

resource utilization, 15

retention, 14, 46, 95, 125, 131–32, 136–39, 147–48, 152, 155, 189–91, 193, 217; see also figures 7.5, 8.1, 8.3, 9.1 and tables 3.1, 6.2, 6.3, 8.1

discussions, 193

index, 192

interviews, 197

tool kits, 194

retention-predictor indices, 197

return on investment (ROI), 12, 54, 89, 125, 174, 176

reward policies, 79, 99

Ridge, Gary, 10, 77, 179, 208

Rock, David, 21, 100–01

role modeling, 91, 137; see also figure 10.1 and table 7.2

Leadership Role Modeling, 134; see also figure 8.1

Russia, 26

S

Scott, Robert, 22

Sears, 165

Seibert, Jerry, 47, 72

selection, 12, 15, 118, 120, 122, 149–51, 160–64, 167, 173–74, 179, 183, 189, 221; see also figure 11.2 and table 2.1; see also talent selection

service excellence, 11, 13

service quality issues, 88

Shanghai, 33, 188

shareholder equity, 46, 151; see also figure 3.3

shareholder value, 17, 44–5

Siemens, 159

Silicon Valley, 33

skill development, 69

Skype, 2

SmithBucklin, 10

social architecture, 30

social capital analysis, 30

social networking, 30, 149

social network(s), 20, 22

Southwest Airlines, 166

staff costs, 80

staffing adequacy, see table 7.2

stakeholder(s), 14, 33, 38, 42–3, 47, 58, 65, 68–9, 71, 92, 98, 111, 128, 131, 134, 139, 160, 164, 174, 176, 191, 204, 211, 214–15, 218; see also figures 1.1, 8.1 and tables 6.3, 8.1

Starbucks, 158

Stephenson, Karen, 30, 105, 190

strategic clarity, 76

strategic disconnect, 53; see also tables 3.2, 6.1

strategic management, 59

strategic measures, 204, 206; see also table 7.2

strategic priorities, see table 7.2

strategic scorecards, 204, 206

successful transformations, 58

succession pathing, see table 4.2

succession planning, 31, 81

supervisory ratings, 176

survey analysis, 127, 192

sustainability, 1, 73, 81

environmental, 81

sustainable talent, 4, 12, 154

sustainable transformation, 58

T

talent

acquisition, 40, 136, 147–49, 155, 158, 165; see also tables 4.2, 7.2

challenges, 21, 57; see also table 2.1

distribution, 27

expenditures, 12

framework, 112

improvement, 88

intelligence system, 130, 207

investment(s), 3, 4, 31, 39–40, 43, 204, 210, 214, 218

lifecycle, 14, 40, 59, 147–48, 151–53, 155–56, 161, 163, 167, 170, 175, 178, 185, 189, 191, 196–97, 220–21; see also figures 9.1, 9.2, 11.2

management, 12–4, 32–3, 75, 81–2, 149–51, 153, 155, 196, 211; see also figure 1.1

managers, 11

metrics, 25, 143; see also table 4.2

mistakes, see table 2.1

optimization, 3, 5, 12, 15, 17, 25, 32, 38, 43, 108, 110, 120, 122, 128, 130, 132, 136, 155, 187–88, 214–16; see also figure 1.1 and table 8.1

optimized, 4, 44, 53, 94, 110, 214, 218; see also tables 3.2, 6.1

performance, 13

pool(s), 15, 27, 152–53, 182, 187; see also figures 9.1, 9.2

processes, 4, 17, 57, 59, 147, 151–52, 163, 175, 182, 204, 221; see also figures II.1, III.1, IV.1, V.1

recycling, 195

reservoir(s), 39–40, 132

scorecards, 17, 81, 107, 130–32, 137, 140, 151, 206, 217, 218; see also figures II.1, III.1, 8.3, IV.1, V.1 and table 8.1

selection, 121; see also figures 7.4, 7.5

strategy map, 132, 134, 218; see also figure 8.1 strategy/ies, 17, 18, 127, 130–31, 143–44, 161, 199, 202, 204, 206, 216–17, 221

sustainability, 81

talent value proposition(s) (TVP), 136, 158–59, 170, 221; see also table 4.2; see also employer value proposition and employer brand

wasted, see tables 3.2, 6.1

Tapscott, Don, 2

Tata, 159

Tavis, Anna, 12

team development, see tables 4.2, 6.4

teamwork, 78–9, 96, 104, 112, 123, 125, 137, 210; see also figure 7.6 and tables 3.1, 6.2, 6.4

technology, 22, 25, 27–9, 37, 137, 149, 151–52, 194; see also figures 7.1, 7.4 and tables 2.1, 7.2

green, see table 2.1

telecommuting, 23

Tennessee Valley Authority, 77

Thailand, 26

Thiruvengadam, Padma, 10

Tickle, 162

time-to-fill targets, 14, 163

top-performing teams, 14

Torres, Al, 72

Toyota, 158

training, 2, 10, 14, 19, 29, 51, 98, 101, 103, 114, 118, 120–21, 125–26, 132, 137–38, 140, 147, 149–51, 153, 160, 169–70, 172–76, 182–83, 186, 188–89, 191–92, 196, 203, 220; see also figures 7.6, 9.2 and tables 2.1, 4.1, 4.2, 6.3, 6.4

course ratings, 176

effectiveness, 176

investments, 174, 183

job, 125, 151

metrics, 130

program(s), 14, 123, 173, 175, 188

standardized, 14

transparency, 78, 115, 139, 171, 202–03

turnover, 9, 50, 54, 63, 86, 88–9, 93, 95, 99, 114, 124–25, 129, 131, 138, 140, 164, 190, 192, 194, 197, 206, 208, 215; see also figures 3.3, 3.7, 12.1, 12.2 and tables 3.1, 6.2, 6.3

costs, 190

interviews, 196

Twitter, 30

U

Ulrich, Dave, 4

Ulrich, Wendy, 4

Under Equipped, 52; see also tables 3.2, 6.1

Universal Weather & Aviation, 69, 87, 81

UPS, 27

V

value contribution, 1, 4, 16, 40

values, 1, 3, 12–3, 37, 41, 48, 64, 77–9, 81, 99, 111–12, 114, 117, 131, 133, 137, 139–40, 159, 162, 169–71, 173, 183, 195, 202, 208, 213, 224; see also figures 3.1, 7.1, 8.1, 8.2, 11.2 and tables 4.2, 7.2, 8.1

core, 3, 64, 140, 173; see also table 7.2

Verizon, 31

Verizon Wireline, 72

volunteerism, 78, 106; see also table 6.3

W

Walmart, 2, 11, 13, 112

Watson, 27, 30

WD-40 Company, 10, 72, 77–8, 171, 179, 208, 213

Wellpoint, 27

Whole Foods, 166

Winkler, Howard, 83

workforce(s), 3, 15, 17, 28, 30–1, 38–9, 52–3, 71, 81, 97, 119–20, 131, 193, 202, 219; see also tables 2.1, 3.1, 4.1, 6.2

differentiated, 13

diverse, see table 2.1

www.glassdoor.com, 165

Wynhurst Group, 171

Z

Zagorski, Judy, 78

Zappos, 2, 8, 11, 13, 112, 158