Strategic Talent Development is a comprehensive guide for business leaders on how to design and implement an effective, high-performance talent and engagement strategy across the whole organisation.
In recent years globalization and technological advances have changed the business world. In this new world of ideas, which may come from anywhere within the company, businesses must be sufficiently agile, future-focused, and innovative to keep pace with rapid change. In these new conditions, command and control systems no longer work effectively and nor do extended hierarchies of management. To be successful, tomorrow's leaders will have to recognize the importance of their people. Strategic Talent Development will help them to:
- Develop talent for the future
- Encourage an organizational culture that is collaborative and innovative
- Direct and coordinate their people to encourage flexibility and rapid responses
- Actively harness employee engagement
Structured around a unique new model, the Four-Point framework, Strategic Talent Development will enable leaders to transform their employees' talent as a competitive advantage in order to deliver strategic success.
An inspiring read for the world we live and work in today.
Heather Matheson, Managing Director, HR Insight
A hands-on panoramic view, built on a wealth of significant business experiences and identifying key levers, to make of strategic talent management a sustainable design element in HR and OD initiatives.
Valérie Saintot, Head of Operational Resource Controlling & Organisation Section at European Central Bank
Strategic Talent Development is a must read book for academics and practitioners alike. A new gem for those trying to find clear answers for the future of organizations.
Bob Garratt, Visiting Professor at Cass Business School, London, and Stellenbosch Business School, South Africa
Strategic Talent Development is rich with practical and thought-provoking ideas and is perfectly pitched to the challenges facing businesses today. Caplan persuasively argues that getting the best out of people will increase profits and competitiveness and she shows how to do it in an inspiring and easy-to-follow manner. A particular strength of the book comes from Caplan's clear understanding of how to set the cultural tone and direction from the top, as well as deal with day-to-day people problems and create robust processes to support the business strategy.
Why has it been so difficult to define usefully the meaning of 'people' in organisations when they are so obviously key to effective organisations? Despite the wonders of technological advances it is only people who can wreck or develop an organisation.
This excellent book shows, through a four point framework, both thought-leadership and good practice in engaging the elusive factor of 'talent': how to spot it, develop it, and keep it so that a learning organisation is created. This demands new ways of thinking and behaving by leaders and managers. This book shows a stimulating way forward.
Strategic Talent Development succeeds in being both a guide and a series of thought-provoking and intelligently linked essays to help businesses strategically develop their talent. It is in fact a book that aims to develop and to engage all members of the work team, whether the team is one that is fluid and changing, a more stable one, or a big global corporation.
Janice Caplan is an international HR consultant, board level coach-mentor, non-executive director of University of Portsmouth and former CIPD Vice-President. As co-lead of The Scala Group, a UK based HR consultancy and ACE, a consortium of European HR consultancies, Janice has advised big-name clients on talent management and organisation development in the diverse fields of professional services, retail, media, engineering, technology and the nuclear industry. Janice is also a sought after international conference presenter and the author of The Value of Talent (also published by Kogan Page).