Remuneration and Talent Management : Strategic compensation approaches for attracting, retaining and engaging talent.

Dr Mark Bussin together with world-class experts who are thought leaders and highly regarded by their peers and clients answered the question⁰́₄'Who can say they find it easy to attract top talent, and once they are in the organisation, pay them fairly, and are able to retain them relatively ea...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Bussin, Mark
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Knowres Publishing, 2014.
Temas:
Compensation management.
Employee motivation.
Personnel management.
Personnel Management
Salaires > Gestion.
Personnel > Motivation.
Personnel > Direction.
Compensation management
Employee motivation
Personnel management
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Cover; Copyright Page; Acknowledgements; Foreword; Table of Contents; Prologue and Preamble; List of Contributors; About the Author; Sourcing of Figures and Diagrams; The Context to Remuneration: Strategy, Organisation Design, Leadership and Talent Management; 1.1 BACKGROUND; 1.1.1 Strategy and innovation; 1.1.2 Levels of work theory; 1.2 STRATEGY AND INNOVATION; 1.3 ORGANISATION AND WORK DESIGN; 1.3.1 Organisation design; 1.4 STRUCTURE AND WORKING RELATIONSHIPS; 1.4.1 Design parameters; 1.4.2 Business processes; 1.4.3 Design criteria; 1.4.4 Finalising the design; 1.5 LEADERSHIP CAPACITY.
  • 1.5.1 Leadership landscape1.5.2 Leadership complexity ; 1.5.3 The work of leadership; 1.5.4 Values and levels of work; 1.5.5 Leadership capability and competence; 1.5.6 Three-D leadership; 1.5.7 Building leadership capacity; 1.5.8 Leadership assessment; 1.5.9 Leadership development; 1.6 TALENT MANAGEMENT; 1.6.1 Talent management defined; 1.6.2 The business case; 1.6.3 The talent philosophy; 1.6.4 Talent management principles; 1.6.5 Talent value proposition; 1.6.6 Talent management governance; 1.6.7 Talent scorecard; 1.6.8 Talent management planning process steps: a practical approach.
  • 1.7 CONCLUSION1.8 REFERENCES; Talent Retention
  • Customising Retention Strategies: A Case Study; 2.1 INTRODUCTION; 2.2 THE CASE FOR PROACTIVE RETENTION STRATEGIES; 2.2.1 The business impact of retention; 2.3 CREATING THE NEED: THE REALITY, THE VISION, THE PLAN; 2.3.1 The reality; 2.3.2 The vision; 2.3.3 The plan; 2.4 DIAGNOSTICS: UNDERSTANDING THE REAL ISSUES; 2.4.1 The diagnostics plan; 2.4.2 Diagnostic findings; 2.4.3 What was needed?; 2.5 REFINING THE TALENT SEGMENTS; 2.6 PRIORITISING INITIATIVES; 2.6.1 Choosing priorities; 2.6.2 Tracking and measuring.
  • 2.7 KEY RETENTION INTERVENTIONS
  • GUIDING PRINCIPLES2.7.1 HR back to basics; 2.7.2 Leadership brand; 2.7.3 Revitalisation of values; 2.7.4 Breakthrough learning for succession pools; 2.7.5 Building a coaching culture; 2.8 LESSONS LEARNT; 2.8.1 Achievements; 2.8.2 Lessons; 2.8.3 Project and change management; 2.9 CONCLUSION; 2.10 REFERENCES; Introduction to Talent Management; 3.1 INTRODUCTION; 3.2 DEFINING TALENT; 3.3 DEFINING TALENT MANAGEMENT ; 3.4 THE EVOLUTION OF TALENT MANAGEMENT; 3.5 THE CONTEXT OF GLOBAL TALENT MANAGEMENT
  • THE IBM CASE STUDY.
  • 3.5.1 The IBM Workforce Management Initiative (WMI)3.6 THE BUSINESS CASE FOR TALENT MANAGEMENT; 3.7 CONCLUSION; 3.8 REFERENCES; How to Identify Talent; 4.1 INTRODUCTION; 4.2 THE TALENT IDENTIFICATION PROCESS; 4.3 DETERMINING TALENT CRITERIA; 4.3.1 Alignment with the business strategy; 4.3.2 Use of competencies ; 4.4 TYPICAL CHARACTERISTICS OF STAR TALENT; 4.5 MEASURING POTENTIAL ; 4.5.1 Performance versus potential; 4.5.2 The use of assessments to measure potential; 4.5.3 Talent review meetings; 4.6 COMMUNICATING TALENT IDENTIFICATION CRITERIA TO EMPLOYEES; 4.7 TALENT IDENTIFICATION TOOLS.

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