Bench Strength

239I

NDEX

‘‘outside-in’’ approach, in talent man-

agement, 43–46

outsourcing, as organizational transi-

tion, 52–53

performance appraisals, 103

performance assessment, of future

changes, 50–51

performance metrics

aligned with talent management

goals, 207

as baseline for comparison, 205,

212

for career development, 207, 210

as key to effective talent manage-

ment, 203–204

as means of reinforcing perform-

ance, 205, 214–215

need for efficient measurement,

205, 209, 211–212

need for relevance, 204, 205,

206–209

for succession planning, 207, 208

personality assessment, 104

Personnel Decisions International

(PDI), 213

practical intelligence, 80

preemptive actions, 192

recruiting

continuous hiring mode, 136

to improve size vs. quality, 126

preventing problems in, 184–185

selection cloning, 132

reduction-in-force (RIF), 33

red zones, 54–55

Renatus, Flavius Vegetius, 125

Right Associates, study on new manag-

ers, 88

Royal Philips Electronics, NV, transi-

tion points for leadership pool,

122

PAGE 239

sales director, sample evaluation of

leadership ability, 25–26

scenario matrix, 194

scenario planning, see also talent sce-

narios

advantages, 186–189

for better decision making, 188

to improve awareness of trends, 189

to manage complexity, 187

to reduce risk level, 188

selection cloning, 132, 144–145

senior managers

creating ‘‘line of sight’’ to junior

managers, 56–57, 97

role in talent management, 215–216

‘‘skip inter views,’’ 56

Society for Human Resource Manage-

ment (SHRM), 212

Sony Corporation, 148

Sorkin, Andrew Ross, 148

Southwest Airlines, fuel price strategy,

7

Stringer, Sir Howard, 148

succession planning, 10

performance metrics for, 207, 208

vs. replacement planning, 115

Sun Tzu, 1, 153

supportive actions, 192

tacit knowledge, 80

talent acquisition, see recruiting

Talent Acquisition Decision, 72, 75

talent capabilities assessment, 61–62

talent deployment

adopting a transition plan, 175–176

communicating the message,

173–174

concentration on ‘‘critical work

functions,’’ 155–156

concurrent design in, 160–166

effectiveness assessment, 156–160

effect of organizational changes on,

172

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