The Value of Talent examines the importance of talent in contributing to organizational success. It presents a number of strategies to encourage, assess, develop and retain talent across all levels of the organization.
In today's business environment extraordinary rates of change are driving the evolution of talent management from being a strategy that deals with skills shortages to a more comprehensive one that represents a radically different way of managing people and organizations.
In The Value of Talent Janice Caplan proposes a brand new inclusive approach to talent management which recognizes that to survive and prosper in this world, organizations require strategies that develop strengths, value diversity and encourage creativity across all levels of the organization. By applying the principles set out by the author, organizations will be able to help individuals achieve their aspirations whilst also addressing the gap between what the organization's capabilities are now and what will be required in the foreseeable future. The author emphasizes the importance of spotting changes on the horizon, formulating appropriate business strategies and indentifying the capabilities required to achieve them. She examines methods for developing organizational capabilities, individual development, performance enhancement, leadership development, and succession planning. The approach links all parts of the HR agenda, especially recruitment, development, reward and employee engagement - integrating these with business strategy to create consistency and clarity.
The book offers sound, practical advice and innovative solutions supported by examples and case studies from a broad range of international organizations leading the development of talent, including Standard Chartered, Guardian Media Group, BBC, KPMG, and Burson Marsteller.
Her book has two major strengths. First, when Janice Caplan discusses a topic she has is likely to have a good understanding and to display sound judgement. Secondly, she writes clearly and structures her material well. This makes for a good read and the checklists and guidance she offers are very practical. Overall this makes it a very good buy for the learning and development professional who is five years or further into their career. Anyone less experienced could struggle with the sheer weight of information and the challenge that it represents.
Training Journal, February 2011
Here obviously speaks a person with oodles of years of operating in the commercial world and Caplan puts this experience (of which she has plenty ending up as VP of Talent Development for our mother ship, the revered CIPD) to extremely good use by making the text easy to follow and which can be applied practically without too much palaver rather than having to wade through the treacle that is supposed to pass for theory offered up by various other writers on the same subject.
HRNetwork, February 2011
Janice Caplan was the previous CIPD Vice-President of Learning and Development. She has over 25 years experience in HR which encompasses a Masters degree and designing and implementing talent management solutions for different types of organizations. She continues to teach and run courses for the CIPD.