Developing Executive Talent: Best Practices from Global Leaders » (New Edition)

Jonathan Smilansky, a PhD psychologist, started his career as an academic and then moved into Human Resource consultancy with a focus on individual and organisational development. Prior to founding Hydrogen (a talent development consultancy), Jonathan was the Executive Vice President, Global Human Resources for Universal Music Group (based in New York). He held similar positions at Forte/Meridien Hotels and Visa International and has also been a Partner in Hay Management Consultants (UK) and in Pilat HR Systems. Jonathan’s interests focus on talent and organisation development and the role of Human Resources in improving business performance. He has written a number of books and articles for professional publications including The New HR, Thompson Publishing (1997) and Talent Management, Wiley (2006). 

The systematic management of executive talent is a key strategic challenge for most large corporations. This is an emerging field and, consequently, there is a lack of consensus about what is involved and a variety of approaches have been adopted. In Developing Executive Talent Jonathan Smilansky, PhD summarizes the key activities and concerns of large businesses in the USA and Europe that are focused around the identification, development and effective utilisation of executive talent. In doing so, he provides even the most experienced Human Resource executive with a much broader array of inputs about what today's leading organisations are doing in this area.

What quickly becomes clear is that even the best businesses are still developing their talent management processes. There are not 'right' answers and different organisations, with different levels of commitment, at different stages of development and in different environments produce different approaches. Developing Executive Talent is a map that lets you compare your organisation's approach with what others are doing in this area. It also grants you  a close-up view of alternative processes designed to identify and develop the leaders of tomorrow. By learning from the experience of others you can become an 'educated consumer' of talent management services, and help both your organisation and your own career.

With quotations from Heads of Human resources describing their experiences and concerns, specific tools and processes used by large businesses to identify and manage the leaders of tomorrow, Developing Executive Talent offers the clearest and most coherent picture to date of how leading organisations are tackling this critical business challenge.

Acknowledgements     vii
What is this book about?     1
The importance of talent management for long-term business success     17
An overview of talent management processes     51
Using strategic business objectives to drive talent management efforts     69
Talent management in critical jobs     85
Managing succession     105
Talent scouting in the external environment     125
Systematic processes for identifying future executive talent and assessing potential     137
Career paths     167
Developing executive capability     179
Breaking down silos that are barriers to effective talent management     193
Talent management and diversity     203
Employer branding and talent management     217
Integrating talent management with other human resource processes     231
How about exceptional performers?     241
Building support at the top     249
How do I manage my own career?     259
Conclusion     273
Appendix 1     281
Appendix 2     299
Appendix 3     309
Index     317