Managing Talent by Devine, Marion -- Read -- Imperial Library of Trantor

Index

A phoney war? Demand for more advanced skills The quantity and quality of graduates Demographic trends Talent management to the rescue? Well-established – but not well done Can “talent” still be managed? Conclusion: willing pawns?

2 Devising and implementing a talent strategy

Staying ahead or playing catch-up? Devising a talent strategy Measurement and evaluation, accountability and governance Foundations of a talent strategy: buy, borrow, build Gaining sponsorship from the business Staying agile Conclusion

3 Managing the talent process

Processes and pipelines New complexities and challenges A broader view of talent Redefining talent Leveraging talent across the business Conclusion

4 The individual and the organisation

Generation Y: separating fact from fiction What do 21st-century workers really want? Implications: personalised career management Conclusion

5 Taking a culture-led approach

Culture-led approaches in practice Making culture-led approaches work The need for transparency Conclusion

6 Creating a talent ecosystem

Career planning and intrapreneurs Business incubation Linked-in internships Alumni and associates Conclusion

7 Playing the talent game

Making the company grade Being opportunistic Developing a support network Job rotation and mobility MBA considerations Internships, secondments and sabbaticals Aiming for the top Conclusion

8 Planning for the future

Losers and winners in the battle Good intentions, deficient processes New priorities The individual perspective Not so strategically talented A new model Changing direction New principles

Executive summary Acknowledgements Sources Index