Talent management is a critical factor in developing successful organizations. There is a need for organisations to develop 'talent pools' of great staff for the future direction and leadership of our schools. This book explains the key concepts and provides frameworks for leaders to apply ideas of talent management in their organizations. The authors focus on talent management and how this contributes to other strategic objectives, such as building a high performance learning environment and building leadership in depth in the school. In showing how to develop talented individuals for roles and responsibilities in new configurations of schools and leadership, the authors focus on: Defining who are the talented individuals in your school Developing talent individuals & leaders in your school Building a talent culture in the school. This book is important for schools which are facing the challenge of developing innovative and imaginative leaders to meet the needs of school transformation. It is useful for school leaders and managers in educational organisations, such as Head teachers and senior leaders, aspiring middle and senior leader programmes and school business managers both in the UK and around the world.
Improving Instructional Practice and Student Learning in Schools
Author: Allan R. Odden
Strategic Management of Human Capital in Education offers a comprehensive and strategic approach to address what has become labeled as "talent and human capital." Grounded in extensive research and examples of leading edge districts, this book shows how the entire human resource system in schools—from recruitment, to selection/placement, induction, professional development, performance management and evaluation, compensation, and career progression—can be reformed and restructured to boost teacher and principal effectiveness in ways that dramatically improve instructional practice and student learning. Strategic Management of Human Capital in Education guides educators towards putting more effective teachers, teacher leaders, and principals in the country’s schools—especially in poverty-impacted urban and rural communities—equipping those teacher and principals with instructional and leadership expertise, and rewarding and retaining those who are successful in attaining these objectives. Drawing from cases, experiences, and deliberations from a national task force, this book outlines a comprehensive framework for how to transform current human resource management practices into authentic, strategic talent management systems in order to improve student achievement.
It is indisputable that teachers and principals have the greatest impact on student learning. Unfortunately, the education system has hired and tenured thousands of ineffective teachers and principals, particularly in high-poverty urban and rural schools. As a consequence, these schools have low levels of student learning. To remedy this problem, the nation is engaged in multiple activities to get effective teachers into all classrooms and effective principals into all schools through more "strategic management" of education talent. Strategic talent management is an approach that manages all human resource programs--recruitment, selection, placement, development, evaluation, tenure, promotion, dismissal, and compensation--around a set of effectiveness metrics that capture instructional practice and student-learning growth. The theory is that effective principals should manage schools in ways that facilitate teachers' acquiring the instructional expertise they need to make them and the school effective--that is to say, successful in dramatically boosting student learning. This paper examines the evolving landscape of talent management in education, which is broken out in five sections: (1) Talent management, or lack thereof, in education at the close of the 20th century; (2) Educational change that began at the dawn of the 21st century; (3) Rumblings of change that evolved into comprehensive new federal and state human-capital management policies and local practices; (4) Rumblings of change that coalesced into a foundation of change across the country and the new world of talent management; and (5) Why the focus on talent evolved and quickly assumed such a prominent role in the nation's education policy and practice agendas.
This book covers the main issues on the study of competencies and talent management in modern and competitive organizations. The chapters show how organizations around the world are facing (global) talent management challenges and give the reader information on the latest research activity related to that. Innovative theories and strategies are reported in this book, which provides an interdisciplinary exchange of information, ideas and opinions about the workplace challenges.
Building Knowledge Assets for Competitive Advantage
Author: Vlad Vaiman
Publisher: Edward Elgar Publishing
Category: Business & Economics
. . . the editors have done a good job of bringing together a series of contributions which provide a useful and welcome expansion of the theoretical foundations of talent management through a knowledge management lens. David Collings, Personnel Review This book takes a fresh look at human talent in organizations, focusing on employees at all levels who represent key agents of knowledge management in acquiring, transferring, and applying important knowledge for competitive advantage. The overarching aim of the book is to identify, define, and explore the implementation of talent management strategies aimed at facilitating effective knowledge management in an organization. The contributors provide a valuable fusion of two important areas of emphasis for current research and practice in human resource management: talent management and knowledge management. They illustrate the immense significance of the latter to competitive advantage and organizational success in our rapidly changing global knowledge-based economy. The generation and acquisition of ideas and knowledge, their internal transfer and application throughout the organization, and the cross-border transfer of knowledge all through the effective management of human talent have become integral to contemporary management. The contributors examine planning and staffing, training/coaching, performance management, and organizational learning and development. Academics, human resource management practitioners and management consultants will find this volume valuable.
This book draws on recent theoretical contributions in the area of global talent management and presents an up to date and critical review of the key issues which MNEs face. Beyond exploring some key overarching issues in global talent management the book discuses the key emerging issue around global talent management in key economies such as China, India, the Middle East and Eastern Europe. In contrast to many of the currently available texts in the area of global talent management which are descriptive and lacking theoretical rigor, this text emphasizes the critical understanding of global talent management in an organizational context. Drawing on contributions from the leading figures in the field, it will aid students, practitioners and researchers alike in gaining a well grounded and critical overview of the key issues surrounding global talent management from a theoretical and practical perspective.
Effective talent management is about aligning the business'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 organisation'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 business'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.
Talent Management explains global talent management to the readers and discusses carious aspects related to it by talking about human resource planning and strategic talent management. The readers are informed about the concept of performance management and explained the various methodologies used for employee selection. Also discussed in the book is the management of rewarding system, retention of employees in talent management, the various challenges that may be posed in the corporate HR functions and the development of global leadership talent. These topics provide basic understanding of talent management to the readers.
Create and execute your optimal talent management strategy: actionable principles, behaviors, and actions for senior business leaders. • •World-class, results-focused guidance for attracting, developing, and retaining great talent--straight from The Financial Times' global business experts! •What senior managers need to know, ask, measure, and do to get the results they want. •Logically organized, modular, and concise: more high-value talent management guidance in fewer pages than any other book! Financial Times Briefing: Talent Management is the most concise, up-to-date, and actionable guide to the principles, behaviors and actions of talent management. Written specifically for senior managers and executives, it offers powerful, practical, accessible, start-to-finish guidance for attracting, developing, and retaining the world's best talent. Like all books in the Financial Times Briefings series, this book distills results focused information on pressing issues that require dramatic, measurable performance improvements. It follows a clear, logical, modular structure, telling senior managers exactly what they need to know, ask, measure, and do to get results. Drawing on input from an expert panel of global talent management leaders, the authors cover all this, and more: • •Understanding the challenges, opportunities, risks and rewards associated with talent management. •Making the business case. •Mastering core talent management principles and best practices. •Measuring your performance. •Talking about talent more effectively. •Tailoring your approach to your organization. •Clarifying your executive role in career and personal development planning, mobility, and coaching. •Avoiding pitfalls related to compensation and other issues .
In a turbulent, unstable era of severe financial pressures, thedevelopment of strategic human resource (HR) practices has becomean urgent mandate in higher education. With significant andwidespread institutional shifts resulting from globalization,heightened competition, and rapid innovation, educational leadersmust optimize their most significant resource—humancapital—and align HR strategies, structures, and processeswith organizational goals. Due to substantial cuts in stateappropriations and rapidly diminishing budgets, public institutionsof higher education in particular are struggling to realignresources and programs to fulfill their educational missions andmaintain academic quality, while simultaneously responding tocomplex external legislative and accreditation mandates. In light of these challenges, Creating a Tipping Point:Strategic Human Resources in Higher Education breaks new groundby presenting a research-based approach that supports the evolutionof HR practices from siloed, transactional models to strategicoperations that serve the entire university. This monographprovides a concrete, progressive road map to developingorganizational capabilities in support of the university's academicmission and illustrates this pathway with examples drawn frompublic research universities. It offers strategies, tools, metrics,and action steps that support the development of an effective andefficient strategic HR operation in higher education. Forinstitutions seeking to implement strategic HR, this book is apractical and invaluable resource.
Featuring the contributions of leading executives, human resources practitioners, and consultants, this book presents a comprehensive approach to talent management. You will learn the power of integrating your company's infrastructure of HR assessment, planning, and development tools into a single, cogent system. The Talent Management Handbook explains how to align your company's people with the current and future needs of the organization by placing employees in positions that maximize their value.
Roles of Career Development and Employee Engagement as Mediators
Author: Bidayatul Akmal Mustafa Kamil
Category: Career development
Higher education institutions (HEIs) in Malaysia contribute an imperative and unique role in the growth of the nation's labour force and the economy. The education is perceived as to groom the people with the ability to quickly and creatively respond to economic changes. At that juncture, HEIs need to cultivate strategies to attract, develop and retain their best people through an effective talent management and succession planning practices. The new era of development in the higher education industry in Malaysia brings the researcher to identify why the right people are needed to serve HEIs at the right time. When these people start leaving, it is an indication that the HEIs are in trouble. This matter has also been also highlighted since Malaysian HEIs are fronting talent deficiency and high turnover. Thus, this study investigates the relationship of talent management practices and succession planning practices at Malaysian HEIs towards employee retention. Those practices were determined according to their level of effectiveness. In addition, this study also determines the mediating effect of employee engagement and career development on the relationship between talent management and employee retention at Malaysian HEIs. Moreover, this study determines the mediating effect of employee engagement and career development on the relationship between succession planning and employee retention at Malaysian HEIs. Employees who are eager to retain in the organisations feel more influential when they are engaged and satisfied with their career development goal. For this study, proportionate stratified sampling was employed. The respondents who represented the employees of HEIs were selected from each stratum of three groups of public universities in Malaysia (research universities, comprehensive universities and focus universities). The data collection for this study was carried out through self-administered questionnaires. The data collected was processed using computer software; Statistical Package for Social Science (SPSS) version 19.0 and Analysis of Moment Structure (AMOS) version 20.0. There were thirteen hypotheses examined in this study. The results indicate that talent management and succession planning practices were effective at HEIs. Most importantly, there is a significant influence of effective talent management and succession planning towards employee retention. Furthermore, the findings partially support the hypotheses on mediating effects. Employee engagement and career development mediates the relationship of talent management and succession planning towards employee retention. Undoubtedly, employees who are engaged and whose careers are being developed to be more likely to report higher levels of retention. The useful guidelines for human resource management practices in the present and future Malaysian HEIs can be outlined based on the results of this study.
The definitive guide to finding, developing, and keeping the best talent—expanded with brand new and updated material The Talent Management Handbook is the established go-to guide for HR professionals, managers, and leaders looking for the best ways to use talent management programs to develop a culture of excellence. This third edition features new and updated chapters based on fresh approaches and material for identifying, recruiting, positioning, and developing highly qualified, motivated people to meet current and future business requirements. Filled with expert advice, the book offers a roadmap for developing a comprehensive approach to talent management that will guide professionals in the coming years.
A how-to manual for achieving excellence despite budget cuts This book offers a comprehensive framework to enhance student achievement in good times and in bad. The author provides a school improvement action plan and then shows how to target resources to implement that plan. More than just a “theory” book, this text describes concrete, specific actions that can be taken immediately. Key strategies include: Using data to support boosting student performance Focusing on effective instruction Setting goals to drive resource allocation priorities Setting priorities for situations that require budget cuts Hiring top teachers and providing ongoing professional development Providing needed technology resources
Talented and ambitious people will only stay with their current employer if they are offered positive development, motivation and nurturing to ensure they are given every chance of realizing their potential. Simple financial packages, although superficially attractive, often assuage a short term need but rarely cater for the long-term requirements of a talented person. Talent Assessment demonstrates how to manage the needs of the individual employees and those of the organization in parallel; how to identify the aspirational and development needs of potential top performers and how to manage them sensibly. This involves using techniques to assess their mindsets, behaviours and skills and then providing effective training, development and performance management interventions. IT is an increasingly important support and enabler of this kind of process and the authors provide guidance on the process and content required for a talent management database. There is also a chapter exploring the critical operation role of HR in talent management. The book is filled with practical examples and mini-case studies to help you apply the various techniques. It provides positive, practical guidelines to encourage you to implement a suitable talent management programme as well as introducing more advanced aspects of the subject, particularly in terms of assessing suitable candidates for this way of managing your organization's future.
The source of competitive advantage has shifted in many organizations from reliability to innovation and flexibility. But what does it take for an organization that innovates to then manage effectively? In this follow-up to Built to Change, Ed Lawler argues that it is a combination of the right structure and the right people. First, organizations must decide what structure they are: are you a high-involvement organization that has products and services that require a high level of coordination and cooperation among employees? Or do you have a more global competitor structure in which you are constantly bringing in new talent and technological expertise? Are you a mixture of both? Lawler outlines the unique human capital strategy for each approach, shows what it looks like in action, and provides the foundation and tools for creating competitive and innovative organizations.
A Visionary Framework for Human Capital in Education
Author: Rachel E. Curtis
To achieve better student outcomes, public schools need to improve teacher recruitment, training, and retainment programs. Teaching Talent develops a framework for building best-in-practice teacher development programs for struggling schools.