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|a 903690295
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|a 9781306473866
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|a 1869225201
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|a 9781869225209
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|a (OCoLC)871635372
|z (OCoLC)903690295
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|b MIL
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|a B615873E-7750-4FE5-99EB-9538F7DAECD8
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|a HF5549.5.C67 ǂb B87 2014eb
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|a HCDD
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|a Bussin, Mark.
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|a Remuneration and Talent Management :
|b Strategic compensation approaches for attracting, retaining and engaging talent.
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|b Knowres Publishing,
|c 2014.
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|a 1 online resource
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|a text
|b txt
|2 rdacontent
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|a computer
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|2 rdamedia
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|a online resource
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|a Print version record.
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|a 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 easily?'The global pool of highly skilled employees is in great demand, and those with both critical skills and experience come at a hefty price. The million dollar question is whether money alone is enough to secure the best talent in the market. This is a practical and informative book for managing the tension between talent and remuneration in organisations. Contents include:The Context to Remuneration: Strategy, Organisation Design, Leadership and Talent ManagementComponents of an Integrated Talent Management StrategyTalent Retention⁰́₄Customising Retention Strategies: A Case StudyHow to Identify TalentIntegrated Talent Management⁰́₄Practical Ideas, Tools and TipsEngaging TalentThe Employee Value Proposition (EVP) and TalentRewarding TalentTalent Management and Variable PayLong-term IncentivesAttracting, Retaining and Leveraging Generation Y TalentRewarding the Talent at the TopI am Talent⁰́₄Empowering the Individual to Manage His/Her Own CareerSecuring Talent: The Role of the Contract of Employment and Restraints of TradeRemuneration as a Talent Investment Strategy⁰́₄Increasing the Value of your Talent Portfolio.
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|a 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.
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|a 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.
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|a 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.
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|a 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.
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|a 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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|a Compensation management.
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|a Employee motivation.
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|a Personnel management.
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|i has work:
|a Remuneration and Talent Management (Text)
|1 https://id.oclc.org/worldcat/entity/E39PD3GyXr4p8B6Pgb8FBGq4YK
|4 https://id.oclc.org/worldcat/ontology/hasWork
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|i Print version:
|z 9781306473866
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|u https://ebookcentral.proquest.com/lib/holycrosscollege-ebooks/detail.action?docID=3544684
|y Click for online access
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|a EBC-AC
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|a 92
|b HCD
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