Make Your People Before You Make Your Products: Using Talent Management to Achieve Competitive Advantage in Global Organizations

Table of contents

1. About the Authors
2. Acknowledgements
3. Foreword
4. Introduction
   1. There isn't enough talent to satisfy demand
   2. No old attitudes for new times
   3. An organizational paradox
   4. From exclusive to inclusive
   5. What does ‘make your people before you make your products’ mean in practice?
   6. The structure of the book
5. Chapter 1: The case for talent
   1. Treat your employees like customers
   2. The classic approach to talent management
   3. Extending the reach beyond the ‘C Suite’
   4. Does everyone have talent?
   5. Talent 4.0: The new now
   6. Creating a context in which talent can flourish
   7. The unique challenge in global organizations
   8. Releasing the potential of talent
   9. A business case for talent: The organizational perspective
   10. A ‘people’ case for talent: Talent management from the perspective of those defined as ‘talent’
   11. Critical success factors for talent management
6. Chapter 2: The world as an open market for talented people
   1. A worldwide shortage of talent
   2. An organization-wide understanding
   3. A complex history of talent management
   4. Companies become talent factories
7. Chapter 3: Defining talent
   1. ‘Talent is a pivotal resource’. But what do we mean by ‘talent’?
   2. Competence, commitment and contribution
   3. McKinsey's perspective over time
   4. Talent in European organizations
   5. The talent formula
   6. Global talent and talent management
   7. To be inclusive or exclusive is a worldwide debate
   8. Unclear definitions: Diluted strategies?
   9. Defining talent is like taking a snapshot of a fast-moving car
   10. How to gain a consistent understanding of talent in the organization
8. Chapter 4: Removing the ‘exclusive’ tag
   1. Moving from current to future state
   2. A cross-boundary matrix for talent
   3. An inclusive/selective approach to talent
   4. Positioning talent in a global context: Five degrees of freedom
   5. The talent management transition
9. Chapter 5: Developing a global strategy for talent
   1. Global influences on talent strategy
   2. Understanding talent strategy: Building a compelling case for talent
   3. Characteristics of talent strategy
   4. Talent strategy at multiple levels
   5. Talent strategy: The alignment of people to business
   6. The process for developing a talent strategy
   7. Talent management: The alignment of business to people
   8. Moving to inclusive selective: The role of talent specialist
   9. Talent strategy: Achieving coherence
10. Chapter 6: The CEO as the ‘owner’ of the talent strategy
    1. The basic qualities for ‘assured managerial success’
    2. A culture of performance and opportunity
    3. How the world's most admired companies manage talented people
    4. The talent leadership code
11. Chapter 7: Coordination and coherence in implementation
    1. Talent management and performance
    2. Creating identifiable advantages
    3. Critical success factors in implementing talent strategy
    4. Achieving coherence in application and delivery
    5. People management, big data and workforce analytics
12. Chapter 8: Identifying talent
    1. Identifying talent from outside whilst developing internal potential to the full
    2. Talent identification includes behaviours as well as knowledge and skills
    3. The talent pool benefits from a culture of innovation
    4. Balancing the identification of internal talent with bringing in new faces
    5. Talent identification begins with the outputs of the strategic workforce plan
    6. Talent identification through segmentation
    7. The high potential talent review
    8. The leadership assessment process
    9. The succession process in global organizations
    10. Creating talent pools
    11. Talent identification: Using performance review data effectively across international boundaries
13. Chapter 9: Attracting talent at all levels
    1. Attracting talent: The operational foundation
    2. The employer brand
    3. Characteristics of the employer brand
    4. The employer brand and the corporate brand
    5. The employer brand and organizational values
    6. The employee value proposition
    7. The creation of a digital narrative through social media
    8. Attracting talent: Social organization and support
    9. Attracting talent to specific roles or units
    10. The EVP exists along a continuum
14. Chapter 10: Developing the whole workforce
    1. A new management mentality in global organizations
    2. Whole workforce development
    3. Development in three dimensions
    4. The question of generic or technical competences
    5. Hedgehogs, foxes and career success
    6. The competences and meta-competences of global leadership or selective roles
    7. Competences for the whole global workforce
    8. Creating a development strategy for global organizations
    9. Objectives: What is the organization trying to achieve through whole workforce development?
    10. Key principles of a development strategy
    11. Development for selective roles
    12. Development for inclusive roles
    13. The role of e-learning in whole workforce development
    14. Process, coordination and metrics
15. Chapter 11: Managing talent in an age of transparency
    1. Good management is good talent management
    2. Managing in complex situations
    3. Sunao in practice: Panasonic's action-learning teams
    4. Panasonic's implementation of sunao mind
    5. Sunao as a critical leadership skill
    6. A sunao mind when making decisions about talent
    7. Sunao and the learning organization
    8. Developing a sunao mindset
    9. Sunao mind and its impact on cross-cultural relationships
    10. Living in an age of transparency: Why it is important to have a sunao mind
16. Chapter 12: Retaining talent
    1. The war for talent will be fought even if you aren't hiring
    2. Retention challenges occur across geographies, business sectors and demographic groups
    3. Why do people leave organizations in the first place?
    4. Turning retention information into insight
    5. How do global organizations retain their talented people?
    6. A strategy for retention in global organizations
17. Chapter 13: Measuring the effectiveness of talent strategy
    1. People management and business performance
    2. Evidence of tangible and intangible value
    3. Tangible benefits: Measurement of talent management effectiveness: Growing sophistication and complexity
    4. The evolution of HR and talent metrics
    5. Approaches to tangible outputs of talent management effectiveness
    6. Examples of tangible outcomes of talent management initiatives
    7. The effect on organizational value through increases in the value of intangible assets
    8. From data to information to intelligence to insight: The DI3 approach
    9. The talent-balanced scorecard: Developing credibility with the board
    10. Insights for making your people before making your products
18. Chapter 14: Joining up the ‘ownership’ of talent management
    1. The difference between talent management and people or HR management
    2. Doing the right things, doing things right
    3. Talent management and HR responsibilities for selective roles
    4. Talent management and HR responsibilities for inclusive roles
    5. The professional attributes of a world-class talent leader
    6. The personal attributes of the world-class talent leader
19. Conclusion
    1. A historic shift in the business landscape
    2. 8 important steps in making your people before making your products
    3. Finally: The question of resource
20. References
21. Index
22. End User License Agreement