Best Practices In Talent Management: How The World'S Leading Corporations Manage, Develop, And Retain Top Talent9780470499610 在线下载 pdf mobi 2025 epub 电子版

Praise for Best Practices in Talent Management

"This book includes the most up-to-date thinking, tools, models,

instruments and case studies necessary to identify, lead, and

manage talent within your organization and with a focus on results.

It provides it all—from thought leadership to real-world

practice."

Patrick Carmichael

head of talent management, refining, marketing, and

international operations, Saudi Aramco

"This is a superb compendium of stories that give the reader a

peek behind the curtains of top notch organizations who have

wrestled with current issues of talent management. Their lessons

learned are vital for leaders and practitioners who want a very

valuable heads up."

Beverly Kaye

Founder/CEO: Career Systems International and Co-Author, Love

'Em or Lose 'Em

"This is a must read for organization leaders and HR

practitioners who cope with the today's most critical business

challenge—talent management. This book provides a vast amount of

thought provoking ideals, tools, and models, for building and

implementing talent management strategies. I highly recommend

it!"

Dale Halm

Organization Development Program Manager, Arizona Public Service

?

"If you are responsible for planning and implementing an

effective talent and succession management strategy in your

organization, this book provides the case study examples you are

looking for."

Doris Sims

Author, Building Tomorrow's Talent

"A must read for all managers who wish to implement a best

practice talent management program within their organization"

Fariborz Ghadar

William A. Schreyer Professor of Global Management, Policies and

Planning Senior Advisor and Distinguished Senior Scholar Center for

Strategic and International Affairs Founding Director Center for

Global Business Studies

Introduction (Louis Carter).

Acknowledgments.

How to Use This Book.

1 Avon Products, Inc. (Marc Effron).

Introduction.

A Success-Driven Challenge.

The Turnaround.

The Talent Challenge.

Execute on the “What,” Differentiate with “How”.

From Opaque to Transparent.

From Complex to Simple.

From Egalitarian to Differentiated.

From Episodic to Disciplined.

From Emotional to Factual.

From Meaningless to Consequential.

The Results of a Talent Turnaround.

Measuring the Talent Turnaround's Success.

2 Bank of America (Brian Fishel and Jay Conger).

Introduction.

Leadership Development Activities for Executive Leaders.

Lessons for Designing On-Boarding for Executive Leaders.

3 Corning Incorporated (Richard A. O'Leary, Gary Jusela, and

Heath N. Topper).

Introduction.

The Business Case for the Accelerated Development of Corning

Program Managers.

The Design Flow: Two Weeks of Experiential Learning with an

Interim. Period of Coaching and Mentoring.

Outcomes and Next Steps for Growing the Talent Pipeline of

Program Leaders.

Next Steps.

4 Customer and Enterprise Services Division (CES) (Michael

Schecter, John Parker, and Judy Zaucha).

Business Background and Challenges.

The Roots of the CES Transformation: Leadership and Process.

Diagnosing and Designing the Whole System Transformation: The

Leadership Alignment Event.

Implementing the Whole System Transformation: The Waves.

Supporting and Reinforcing the Whole System Transformation.

Evaluation of the CES Whole System Transformation

5 Ecolab, Inc. (Robert C. Barnett, Michael L. Meyer, Sarah J.

Murphy, and Susan M. Metcalf).

Introduction..

Company Background

Ecolab's 2002–2007 Strategic Plan.

Culture Is Critical.

Ecolab's Talent Management Philosophy.

The Ecolab Talent Pipeline.

The Importance of Individual Development.

Introducing the Pipeline Model to Ecolab.

Supporting Successful Implementation.

Keeping the Pipeline Full.

Results.

Conclusion.

6 GE Money Americas (Tammy Grisham and D. Zachary

Misko).

Introduction.

Company Background and Environment.

The Challenge and Approach.

The Technology.

Strategy Sourcing.

LEAN Methodologies.

Expansion.

Conclusion.

7 Internal Revenue Service (Susan Clayton, Victoria Baugh,

and Mathew J. Ferrero).

Introduction.

Company Background and Current Leadership Environment.

The 21st Century IRS.

Leadership Succession Planning—The Challenges.

LSR Website and Infrastructure.

Results.

Indicators of Success.

Evaluation.

Next Steps.

Conclusion.

8 Kaiser Permanente Colorado Region (Margaret

Turner).

Introduction.

Design.

Process.

Implementation.

Support and Reinforce.

Evaluation.

Next Steps.

Conclusion.

9 McDonald's (James Intagliata and Neal Kulick).

Context for Global Talent Management Initiatives.

Evolution of the Talent Management System: Key Initiatives and

Enhancements.

Overall Summary.

10 Microsoft Corporation (Shannon Wallis, Brian Underhill,

and Carter McNamara).

Introduction.

What Led Microsoft SMSG to Make the Change.

Expo Leaders Building Leaders—The New High-Potential

Development.

Experience.

The Process of Redesigning the High-Potential Development

Experience.

Coaching as a Primary Development Component for HiPo Development

in SMSG.

Learning Circles as a Primary Development Component for HiPo

Development in SMSG.

Conclusion.

11 Murray & Roberts Limited (Zelia Scares).

Introduction.

Design and Alignment.

Implementation.

Evaluation.

Summary.

12 Porter Novelli (Greg Waldron).

Introduction.

Program Implementation.

Performance Management System Development

Evaluation

13 Southern Company (Jim Greene).

Introduction.

Background.

Initial Improvements.

The Leadership Action Council.

Competency Model.

Leadership Assessment.

Succession Planning.

Identification of Potential Successors and High-Potential.

Individuals.

Leadership Database.

Development Activities.

Evaluation and Lessons Learned.

14 Whirlpool Corporation (Kristen Weirick).

Introduction.

The Business Challenge.

Design and Approach.

Evaluation.

Next Steps.

Summary.

Conclusion.

Epilogue (William Rothwell).

Index.

About Best Practice Institute.

About the Editors.

Marshall Goldsmith, Ph.D., is one of a select few advisors who

have been asked to work with over 120 major CEOs and their

management teams. A prolific author, his book What Got You Here

Won't Get You There was ranked as the #1 best-selling business book

by the The New York Times and The Wall Street Journal. For ten

years, he served as a member of the Board of the Peter Drucker

Foundation.

Louis Carter is the Founder and CEO of the Best Practice

Institute, and a world-renown leadership and organization change

advisor. He is the author of over nine books on best practices

including Change Champion's Fieldguide and Best Practices in

Leadership Development and Change.

Best Practice Institute (BPI) is an association of executives

and leaders who share and pioneer best methods of organizational

change. Best Practice Institute produces online learning sessions,

webinars, Benchmark Research Groups, publications, and

certification programs. (www.bpiworld.com)

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• 作者：王小卡 发布时间：2020-04-26 14:12:39

  从酝酿到发表的全流程各个节点都写到了，还有些具体的例子，比如怎么写CL，怎么reply 审稿意见等。值得一看，不过真本事还得在实践中学到。从小白到资深科研者都能有所收获吧。

• 作者：JrKgRn 发布时间：2022-11-28 20:42:16

  在校图书馆很偶然的一次邂逅，写得非常通俗易懂，尤其对于非心理学专业的读者来说，是一本短小精悍、非常合适的入门书籍。始于催眠，终于精神分析，变态心理学对人类心灵的摸索由异端延伸到主流，由关注客观因果走向关注主观目的，承载于师生的性欲说向集体隐意识以及在上意志逐渐更新，这种认识的更新既体现时代的局限性又能凸显出人类文明的延续性，精彩纷呈。

• 作者：本来老六 发布时间：2011-05-29 07:21:36

  这书玄鹤给我的时候我差点以为是同人作品

• 作者：momo 发布时间：2018-03-08 09:58:24

  来呀，朋友们！探寻更新的世界！了解冯·布劳恩和各国火星探测的参考书。

• 作者：PR 发布时间：2010-08-07 01:01:26

  简单易懂详细

• 作者：西祖读书 发布时间：2022-11-17 20:09:25

  想做小红书运营，这一本千万别错过~

• 一个人的朝圣路

  作者：冯向曦 发布时间：2018-04-11 16:55:36

• 孤独的孩子——读《郑伯克段于鄢》有感

  作者：若即不离 发布时间：2014-03-31 17:46:46

      千百年前那些蓬荜生辉的大殿之中，离权力核心最近的皇子间的关系，基本上就是——争斗。而庄公和段这对一奶同胞的兄弟生于此，便注定了将要奔向这既定的宿命。

      整篇文章以一个旁观者的视角所写，没有一句褒贬，可字里行间所流露出的那鲜明的人物性格却淋漓尽致，让人读完一遍，便有了自己的见解。

      庄公自然是整篇文章的核心，这是一个复杂而心计深沉的人。

      庄公的心思实在教人琢磨不透。对于弟弟段不知满足地不断扩张自己势力的作为，无论大臣们如何规劝，他都毫无动摇，直到最后弟弟的军队整装待发，意欲将王城一举拿下之时才反攻——这样的做法，究竟是对弟弟的疼爱宽容，还是处心积虑？

      我想，后者的可能较大。

      以庄公之能，能够早先得到段之大军准备攻打的消息，就说明他早已在段的人手中安插了自己的心腹。他看似与世无争，实则将段的一举一动都掌控在自己手中。

      他从未信任过段，又何言疼爱？

      庄公利用了段的自私，任由其扩张版图，最终与其致命一击。若段未曾拥有过希望，那失败则不算失败，可眼见成功近在眼前，到头来却只是南柯一梦——刹那间荣华不再，由天堂直坠地狱，由一方龙头化为仓皇逃犯，曾执掌翻覆的一片江山如今却连容身之地都全无，对于一个视权力为毕生所求的人来说，又是何其大的打击！

      未曾拥有，便不会真正体味到其乐，然而拥有后又瞬间失去，这样的空与痛又怎能言喻。

      所以我想，这或许就是庄公的一场报复——报复姜氏对段的偏爱。

      由后文可以看出，“遂置姜氏于城颍而誓之曰：‘不及黄泉，无相见也！’既而悔之。”这说明庄公对母亲的爱是真实而由衷的，所以他很快就后悔了自己的所言。

      人类对母亲的爱以及渴求母爱的心，几乎是与生俱来的本能，而庄公或许不过是一个想要依赖母亲，获得母亲青睐的孩子，所以母亲对弟弟显而易见的偏爱大大伤害了他，黑暗的种子就此萌发，日益扭曲着他的心灵，终于根深蒂固，成为了铸成这场惊天报复的始作俑者。

      一向被宠上了天的段或许永远不会明白，庄公渴求母爱的心，一个孩子渴求母爱的心，有多么可怜，又有多么可怕。

      情感的积蓄与爆发，足以摧毁一切。一句“故名曰寤生，遂恶之。爱共叔段，欲立之，亟请于武公”便能看出姜氏对两个儿子的态度的天壤之别。

      正所谓由爱生妒，由妒生恨，被母亲厌恶的痛，与对被母亲宠溺的弟弟的妒随着时间肆意生长，终将归结为一个字——恨。

      这几十年积蓄的情感足以湮没理智，于是庄公亲自导演了一出叛戏，将所有人玩弄于股掌之间。当大军压境，看似无力回天，实则一切尽在掌控之中。命令下达的一刻，他亲手为弟弟创造的幻梦顷刻崩塌，他的报复落下帷幕，可他真的快乐么？

      或许将弟弟逐走于他而言是快乐的，因为他从未对弟弟施以衷心，而他也并不明白何为手足之情。但与母亲决裂所带来的，却是莫大空虚。

      所以他会被颍考叔的孝心所感染，发自肺腑地道出：“尔有母遗，繄我独无！”

      庄公自始至终都是一个孤独的孩子。纵然他万人之上，母亲依然为弟弟处处着想；纵然他城府深藏，他也无法谋来母慈子孝的美好幻想。

      常言道种什么因、得什么果，若不是姜氏的偏爱，或许，就没有后来亲兄弟兵戎相见的悲哀场面。

      被爱，是一件何其有幸的事。我们生活在充满爱的世界里，就算失败，也有所依赖、有所慰籍；就算被全世界背叛，也会有人站在背后，给予支持、给予信任。我们拥有爱，便拥有了一个莫大的避风港，为我们遮风避雨，为我们指引方向。

      庄公性格上的扭曲与偏执自幼形成，他渴求母爱，却不明白自己得不到母爱的原因，其实并不全在弟弟身上。爱本来是很美好的东西，但物极必反，当爱与被爱严重失衡，必定会招致一场空前的灾难。

      所以，在我们理所当然地接纳着爱时，我们也要去爱，爱是双方的，因此付出它的同时，我们也能得到它。

      庄公之孤独，在于他纵然群臣环绕、美女搭肩，也无一人给予他真爱。而对于我们来说，即使孤军奋战，只要还有所爱之人，只要还有爱着我们的人，我们就拥有了拼搏的意义，就拥有了永不磨灭的信念。

      只要有爱相牵，人与人间便维系着永不会断的羁绊，就算相隔两地，有爱相伴，有所信念，一如并肩。