000 02218cam a22002898a 4500
008 151106s2016 enk b 001 0 eng
010 _a 2015041112
020 _a9781472464316
040 _aDLC
_beng
_cDLC
042 _apcc
050 0 0 _aHF5549.5.M3
_bW55 2016
082 0 0 _a658.3/01
_223
100 1 _aWilcox, Mark,
_d1961-
245 1 0 _aEffective talent management :
_baligning strategy, people and performance /
_cMark Wilcox
263 _a1605
260 _aLondon and New York :
_aBurlington, VT :
_bGower,
_cc2016.
300 _avii, 178 p. ;
_c25 cm.
504 _aIncludes bibliographical references and index.
650 0 _aManpower planning
650 0 _aPersonnel management
035 _a(IMchF)fol15951448
520 _aEffective talent management is about aligning the businessâ??s approach to talent with the strategic aims and purpose of the organisation. The core rationale of any talent strategy should be to have a direct positive impact on the organisationâ??s goals but in many cases this is not so. The ideas, principles and approaches outlined here will enable the reader to understand the strategic nature of talent and design a response that meets the needs of their own organisation. Case studies are used to illustrate the concepts and proven methodologies guide the day-to-day practice of the reader. The content will link the strategic intent of HR with the practical actions it takes to make a positive impact on the businessâ??s results. The author begins by examining the disconnected nature of talent management in many organisations; how at times it has been a response to trends and seen by many as a bolt on to HR and he proposes a different model, one that links clearly the development of a talent strategy with the achievement of a business strategy. Mark Wilcox summarises succinctly the case for a more strategic approach to talent management, one directly linked to business performance. He concludes that the time is now right for talent management, and therefore many HR managers, to move from a functional support role to one with a direct strategic impact on the business.
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