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 ScorecardTM, 119, 123, 126, 205, 206; see also figure 7.3
blind spots, 220
business impact, see tables 3.1, 6.2
cultures, 71
drivers, 54
fundamentals, 90
initiative, 76
issues, 105
lens, 147, 152, 171, 173, 177, 186, 191, 221
measurement data, 127
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
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
appraisal discussions, 176
AT&T, 31
Avis, 112
B
Barnes & Noble, 32
BASF, 78
behavioral interviewing, see table 6.4
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
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
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
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
training, 14; see also table 6.4
downsizing, 3, 25; see also table 2.1
dysfunctional behaviors, 9
E
employee
capabilities, 73
engagement, 3, 64, 82, 203; see also figure 7.2
survey results, 128
employer brand, 33, 80, 136, 147, 152–53, 155, 157–59, 221
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
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
G
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
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
practice, 164
process/es, 147, 150, 161, 164, 170; see also table 4.1
rate, 161
representative, 39
successful hiring rate, 161
HR
capabilities, 69
coach, 172
leadership team, 206
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
innovation, 1, 10–1, 33, 44, 78, 101, 121, 130, 137; see also figures 7.1, 7.2 and tables 4.2, 7.2
intellectual capital, 11
iPad(s), 20
iPhone 4S, 20
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
Levy Restaurants, 162–63
line managers, 85, 150–51, 168
M
Macrowikinomics, 2
Malaysia, 26
managerial talent, 96
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
misguided enthusiasm, see table 3.2
Moore, Kenny, 78
multicultural teams, 10
N
Nayar, Vineet, 10, 61, 86, 208
network mapping, 105
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
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
barriers, 181
curve, 179
evaluation, 175–76
feedback, 95, 98, 103, 114, 177, 180, 183
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
vague performance goals, 106
Peter Principle, 101
Pfizer, 10
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
Q
Qualcomm, 159
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
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
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
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
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 quality issues, 88
shareholder equity, 46, 151; see also figure 3.3
Siemens, 159
Silicon Valley, 33
skill development, 69
Skype, 2
SmithBucklin, 10
social architecture, 30
social capital analysis, 30
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
supervisory ratings, 176
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
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
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
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
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
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
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
Wynhurst Group, 171
Z
Zagorski, Judy, 78