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Informationen zum Autor THE AUTHORS 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 . Klappentext Comprehensive in scope, this book features more than 15 case studies and dozens of competency models, tools, instruments, and training material from the world's best global talent management systems and campaigns that show how thy successfully implemented and maintained talent management programs. Each case study includes tools, templates, competency models, guidelines, and training materials that can easily transfer to the real-world work of HR professionals. In addition the book is written by leading-edge contributions from the top thinkers in the field. Zusammenfassung Comprehensive in scope, this book features more than 15 case studies and dozens of competency models, tools, instruments, and training material from the world's best global talent management systems and campaigns that show how thy successfully implemented and maintained talent management programs. Inhaltsverzeichnis Introduction, by Louis Carter xiii Acknowledgments xxvii How to Use This Book xxix Chapter One: Avon Products, Inc. 1 By Marc Effron Introduction 2 A Success-Driven Challenge 2 The Turnaround 3 The Talent Challenge 3 Execute on the "What," Differentiate with "How" 4 From Opaque to Transparent 5 From Complex to Simple 7 From Egalitarian to Differentiated 10 From Episodic to Disciplined 11 From Emotional to Factual 12 From Meaningless to Consequential 13 The Results of a Talent Turnaround 14 Measuring the Talent Turnaround's Success 15 Chapter Two: Bank of America 17 By Brian Fishel and Jay Conger Introduction 18 Leadership Development Activities for Executive Leaders 21 Lessons for Designing On-Boarding for Executive Leaders 32 Chapter Three: Corning Incorporated 36 By Richard A. O'leary, Gary Jusela, and Heath N. Topper Introduction 37 The Business Case for the Accelerated Development of Corning Program Managers 40 The Design Flow: Two Weeks of Experiential Learning with an Interim Period of Coaching and Mentoring 48 Outcomes and Next Steps for Growing the Talent Pipeline of Program Leaders 56 Next Steps 57 Chapter Four: Customer and Enterprise Services (CES) Division 60 By Michael Schecter, John Parker, and Judy Zaucha Business Background and Challenges 61 The Roots of the CES Transformation: Leadership and Process 62 Diagnosing and Designing the Whole System Transformation: The Leadership Alignment Event 68 Implementing the Whole System Transformation: The Waves 71 Supporting and Reinforcing the Whole System Transformation 77 Evaluation of the CES Whole System Transformation 82 Chapter Five: Ecolab, Inc. 84 By Robert C. Barnett, Michael L. Meyer, Sarah J. Murphy, and Susan M. Metcalf Introduction 85 Company Background 85 Ecolab's 2002-2007 Strategic Plan 85 Culture is Critical 87 Ecolab's Talent Management Philosophy 88 The Ecol...
