Lance A. Berger is managing partner of Lance A. Berger & Associates, Ltd. in Bryn Mawr, Pennsylvania. He is a recognized authority specializing in compensation, talent management, and change management. He co-wrote and coedited the, the first and second editions of The Talent Management Handbook, the third, fourth and sixth editions of The Compensation Handbook, Management Wisdom from the New York Yankees' Dynasty, The Change Management Handbook, and Deengineering the Corporation.

Dorothy R. Berger is a partner of Lance A. Berger & Associates, Ltd. She coordinates all organizational activities for the firm and is also a talent management consultant. She co-wrote and coedited the first and second editions of The Talent Management Handbook, the fourth, fifth and sixth editions of The Compensation Handbook, Management Wisdom from the New York Yankees' Dynasty, The Change Management Handbook, and Deengineering the Corporation.

Preface

Acknowledgments and Dedication

Introduction

Contributors

Part I: Using Talent Management to Build a High-Performance Workplace

1. Using Talent Management to Build a High-Performance Workplace

2. From Blueprint to Action: Signals and Guidance for Successful Talent Management Programs

3. Creating an Employer Brand that Attracts, Grows, and Retains the Right People

Part II: Talent Management Building Blocks

Building Block 1: Competency Assessment

4. Formulating Competencies

5. Driving Enterprise and Innovation Through Competency Development

6. Competencies for the Future Workforce

Building Block 2: Performance Appraisals

7. Understanding how to Use Performance Management for Organization Success

8. Using Performance Appraisals to Drive Organization Success

9. Big Five Performance Management A Quantum Leap in Employee Performance Appraisal

10. Analytics-Based Enterprise and Corporate Performance Management (EPM/CPM)

Building Block 3: Potential Forecasting

11. Forecasting Employee Potential for Growth

12. Measuring Up for the Skills Revolution: Talent Assessment in the Human Age

Part III: Talent Management Programs

Program 1: Talent Positioning: Succession and Career Planning and Outplacement

13. Integrating Succession Planning and Career Planning

14. Succession Planning Challenges and Solutions

15. CEO Succession Planning: A Process for Leading an Effective Management Transition

16. Building a Development Culture: Everyone Is a Stakeholder

17. How Workforce Trends Affect Outplacement Programs

Program 2: Talent Enhancement: Coaching, Training, Education, and Development

18. How Line Managers Can Foster Organization Performance Through Talent Enhancement

19. Developing Leadership Potential Through 360-Degree Feedback and Coaching

20. Developing Your Workforce: Measurement Makes a Difference

21. Enriching Executive Development: The Essential Partnership Between Human Resources Professionals and Executive Coaches

22. Change and Compassion: The Essence of Effective Coaching

23. The Role of the Manager in Talent Management

Program 3: Talent Mobility: Acquisition, Onboarding, and Outplacement

24. Novel Ways to Win the Battle for Great Talent

25. Leading Practices in Building a More Successful Approach to Talent Acquisition

26. Social Recruiting: Pick Up The Pace or Be Left Behind

27. Increasing Your Odds of Success in Picking the Right CEO

28. Onboarding as a Critical Component of a Talent Acquisition Strategy

29. Using Storytelling to Make Onboarding More Inspiring and Effective

Program 4: Compensation

30. Using the Right Rewards Program to Help Your Talent Management Program Fuel Transformation

31. Using a Total Rewards Strategy to Support Your Talent Management Program

32. Aligning Total Compensation Programs with Organization Values, Strategy, and Talent Management Processes

33. Using Compensation to Win the Talent Wars

34. Developing an Effective Compensation Philosophy that Attracts, Motivates, Retains, and Develops Top Talent

Part IV: Culture

35. Driving Competitive Advantage Through Nontraditional Approaches to Engagement Surveys

36. Using Diagnostic Assessment for Creative and Innovative Talent Management

37. Characteristics of Innovative Individuals and Organizations

38. Creating and Maintaining a Culture of Innovation, Engagement, Leadership, and Performance

39. Reframing Creativity as a Martial Art

40. Reimagining the Twenty-First Century Employment Relationship: Aligning Human Resource and Corporate Social Responsibility Through Employment Policies and Practices

41. Making Ethics an Integral Component of Your Talent Management System

42. Building a Reservoir of Women Super Keepers

Part V: Global Talent Management

43. Acquiring and Retaining Expatriate Talent

44. Developing Global Leadership Competencies

Part VI: Big Data

45. Talent Development Reporting Principles (TDRp): Standards for the Measurement, Reporting, and Management of Human Capital

46. The Internal Labor Market Paradigm: A Model for Using Analytics to Evaluate and Interpret Workforce and Business Performance Data

47. The Role of HT Technology in Talent Management

48. Effective Talent Management Systems

49. Realizing the Value of Big Data for Talent Management

Part VII: Talent Management Competencies for Leaders and Professionals

50. A Competency-Driven Approach to Talent Management Optimization

51. Developing the Talent Developers

52. Evolving Organization Development for the Future

Part VIII: Significant Trends Affecting Talent Management Practices

53. Balancing Talent and Organization Culture: A Winning Combination

54. HR Levers that Drive Business Results

55. Eight Trends Shaping the Future of Talent Management Programs

Index