| TALENT
MANAGEMENT Talentship
from Oracle to Miracle
-- Samuel Chandar
Managing
HR is no longer about managing the workforce or managing people. It is now narrowing
down to managing cohorts and individuals. No longer are people willing to accept
the herd mentality or succumb to the proverbial bandwagonism, synonymous with
earlier generations. With increasing globalization, mobility, dollar paychecks
and a plethora of opportunities, young Indians are people in a hurryto reach a
personal destination; one not necessarily in the direction the organization is
headed. HR practitioners grope in their efforts at grasping the handle that will
open the door to a method to manage the madness around. One such handle is "talent
management".
© 2007 Samuel Chandar. All Rights Reserved. TALENT
MANAGEMENT The
Role of Leadership in Talent Management : Avenues for Consideration
-- Dr. Paul B Carr, Dr. Kathleen Patterson and Dr. Myra Dingman
Talent
management is a very interesting avenue for the effective executive in an organizational
leadership position. The construct of talent management often includes management
of human capital, human resources profiling strategies, performance management,
and organizational learning management. It is often a very difficult task to develop
leadership talent even after one has identified talent potential within an organization.
This article examines some creative environments that may enhance the likelihood
of talent emerging as an alternative to the common practice of attempting to manage
talent as an avenue of correctness of fit for a job.
© 2007 IUP . All Rights Reserved
TALENT
MANAGEMENT Pratibha
: A Means to Retain Talent
-- GRK Murty
People
prefer to follow those who guide with vatsalyafilial affectionnot those who intimidate
them and that is what pratibha shali leaders practice ardently.
© 2007 IUP . All Rights Reserved
LEADERSHIP
Preparing
for Leadership : The Role of Mentors
-- Gautam Ghosh
Leaders
who are to be developed would be chosen on the basis of the competencies of leadership.
They would be then scrutinized to see what is trainable and what is not. Theoretical
inputs would need to be alternated with real-life projects where they would be
assessed on how they are developing. Each person in this program would be attached
to a board member as a mentee. The mentor's job would be to guide them through
the program and their performance would be a reflection of the performance of
the board members themselves. The program needs to also end with an assessment
of how they have developed and for successful candidates it should result in an
immediate change into a leadership role.
© 2007 Gautam Ghosh. All Rights Reserved. DEVELOPING
FUTURE LEADERS Developing
Future Leaders : Commit and Prioritize
-- Carol Kinsey Goman
Effective
leadership is a crucial source of competitive advantage, and corporations can't
just wait for leaders to arrive, fully developed. Organizations must actively
seek out people with leadership potential and find ways to nurture and develop
that potential. It takes a serious commitment of both time and resources to do
it right. But that is the key to what separates great companies from good companies.
Great companies make developing leaders a priority.
© 2007 Carol Kinsey Goman. All Rights Reserved. EXECUTIVE
EDUCATION Executive
Education : Training and Developing Business Executives
-- Dr. Sergio Matviuk
Executive
training refers to particular instructional and educational activities aimed at
honing job skills to enhance executives' professional and personal productivity.
On the other hand, executive development is a much broader concept and refers
to companies' efforts towards furthering the growth of their executives.
© 2007 IUP . All Rights Reserved
THE
SHADOW SIDE OF LEADERSHIP The
Shadow Side of Leadership : Recognizing Internal Drivers and Abilities
-- Richard Bolden
This
article is written largely in response to the recurring emphasis on charismatic
and inspirational leadership dominant at the time, and which is still widely pursued
within many organizations. The author opines leadership needs to demythologize
to enable all individuals, no matter at what level within the organization, to
recognize their internal drivers and abilities, and thus find new ways of expressing
their creativity and identity when interacting with others.
© 2007 Richard Bolden. All Rights Reserved. ORGANIZATIONAL
STRATEGY Mirage
at the Bottom of the Pyramid : The Real Solution
-- Prof. Aneel Karnani
The
BOP proposition is indeed too good to be true. It is seductively appealing, but
is riddled with fallacies. There is neither glory nor fortune at the bottom of
the pyramidunfortunately, it is all a mirage. The article proposes an alternative
perspective on how the private sector can help alleviate poverty.
© 2007 Aneel Karnani. All Rights Reserved. SOFT
SKILLS Base
of the Pyramid : The Invincible Invisibles
-- Monica Dighe
Every
successful leader in the industry or in any other field is known to possess exceptional
knowledge and talent in specific areas. We may call these the peak of the pyramid.
While we are dazzled by this genius, we often fail to notice the base of the pyramid.
This wide base is what sustains and supports the pyramid of success. We may call
it soft skills. These apparently simple skills make as much contribution to make
the success story of a leader as his genius in the chosen field. This article
attempts to take a look at some of these traits.
© 2007 IUP . All Rights Reserved
INTERVIEW
"Designing
positions that allow each and every individual to leverage their particular strengths
and passion is the best way to build pride and to retain talent over the long
haul."
-- Jeffrey M Cohn
Jeffrey
M Cohn helps organizations develop better succession planning processes and groom
rising stars into future leaders. Cohn was previously a Research Fellow at the
Harvard Business School; the Director of Research at Chief Executive Leadership
Institute (now at Yale); and a Director at the Law & Economics Consulting Group.
He has given speeches on leadership and succession planning and has published
widely, including a recent cover story in the Harvard Business Review, "Growing
Talent as if Your Business Depended on It" (with R Khurana and L Reeves). He has
also published in The Economist Intelligence Unit; Wall Street Journal (Career
Journal); Directorship; Workforce Management; the Balanced Scorecard Report and
has another Harvard Business Review article forthcoming on leadership, teamwork
and innovation. He can be reached at jcohn@bench-strength.com
© 2007 IUP . All Rights Reserved
INTERVIEW
"ITC
Infotech has not only been attracting the best talent but also retaining the best
in the breed."
-- Anand Talwar
Anand
Talwar is ITC Infotech's Global Head of Talent Management. He heads the talent
management function for both the IT services and BPO operations and supervises
the Human Relations activity of its overseas operations. He is currently working
towards building a "world-class" organization through strategic interventions
in human management practices and ensuring that the organization has the necessary
competitive edge as "knowledge leaders".
© 2007 IUP . All Rights Reserved
CASE
STUDY Talent
Management : The GE Way
-- Satyakama Paul
As
many companies are expanding their operations on a global scale, human talent
has assumed prime importance. An increasing number of companies have started focusing
on nurturing and retaining their talents. General Electric (GE) is a leading global
conglomerate with varied businesses. The company has more than 315,000 employees
and its operations are spread over 100 countries. In 2006, Fortune magazine placed
GE on the top of the list of the "500 most admired companies" and Financial Times
rated it as the "most respected company". Such recognition was due to GE's innovative
"talent management" practices. The case discusses the changing paradigm of GE's
human resource philosophy and its present day innovative "talent management" practices.
It states how the systematic process of recruitment and selection has helped GE
in picking the right person for the right job. Its training and development processes
were so formulated to impart the right measure of technical and managerial skills
to its employees. Its compensation packages were developed to provide incentives
for superior performances and align the employees' and the share holders' interests.
The company's policies were also directed towards providing support to the employees
so that they could take care of their families.
© 2007 IRC. All Rights Reserved. |
