Best Practices in Talent Management (DOC) by iupon13

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									?Enterprise assets can be broadly divided into its people and everything else. The
latter includes brand recognition, real estate, sales, inventories, supply chains,
accounts receivable and other things together constituting the company's physical and
market presence. It's the people of the company who use the technology to create the
whole business structure and brand; thus improving the life of their fellow citizens.

Any enterprise can flourish in business as much as it can use the Talent of its People,
optimize their skills and make the most of stimulus opportunities. Talent is defined as
having a special aptitude or faculty; having a whiff of creativity; of thinking outside
the box; of a unique ability to solve problems. It infuses the human experience with
dynamism and creativity. On the whole the firm must be nimble, creative and ready to
abandon the old reliable methods when challenged by new paradigms.

Routine forms of employee & talent management with people performing the same
task year after year with no enthusiasm change, facing new business opportunities and
challenges ultimately leading to decline and irrelevance.

BPI (bestpracticeinstitute.org) - the Best Practice Institute surveyed 14 dynamic
enterprises from a wide spectrum of industries. It identified the leaders in human
resource management, and specifically those who initiated transformative efforts to
strengthen organizational leadership; enterprises who have succeeded in
implementing talent enhancement programs thus integrating vital strategic
components into the companies core operating values.

The fourteen companies varied as per their business area, expertise and industry. They
included Avon; Bank of America; CES Division; Bank of America, Corning
Incorporated; Ecolab; GE Money America; Internal Revenue Service of US
Government; McDonald's; Microsoft; Porter Novelli; Southern Company, Whirlpool
etc.. These companies prepared themselves for success over the short term challenges
but also for the company's long term future growth and vigorous health.

When these firms felt the Vital Necessity for Change, they turned attention to the
question of talent management utilizing the six-phase strategy created by the Best
Practice Institute: Business Diagnosis, Assessment, Program Design, Implementation,
On-the-Job Support, and Evaluation.

The tipping points for action were varied, and included declining growth, a lack of
qualified external hires, a need for internal succession planning, and the need to align
talent strategy with business strategy. While the solutions were uniquely crafted to the
needs of each company and cannot be grafted onto another, they are inspirational for
guiding any enterprise seeking to strengthen its most valuable asset — its talent.

To learn more from the case studies of these 14 organizations visit
https://bestpracticeinstitute.org/
Author Bio: Louis Carter is co-author of the Book "Best Practices in Talent
Management" along with Marshall Goldsmith and author of over 8 books on
leadership development including Change Champion's Field guide and Best Practices
in Leadership Development and Organization Change. He is president of the Best
Practices Institute, and a recognized global leader in best practices in business
management and leadership.

								
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