As the pace of change increases and new business structures evolve, finding and harnessing peoples talent is becoming ever more important. From Talent Management to Talent Liberation presents a thoughtful and practical approach to talent. It provides compelling evidence for the limitations of talent management practice and offers talent liberation as an alternative approach.
Talent Liberation is positioned through five premises that draw on the agile movement to provide a fundamental reappraisal of the talent agenda. These premises are then applied through a range of strategic and tactical tools such as the Talent Compass. By combining academic research, thought leadership and practical experience, this book will stimulate fresh thinking.
Readers will be inspired to take action, using the simple tools to liberate more of the talent in their organisation and their teams. Leaders, HR professionals and individuals will benefit from the relevant insights shared here.
|
List of figures and tables |
|
|
xi | |
| Preface |
|
xii | |
| Acknowledgements |
|
xv | |
|
PART I The context for talent liberation |
|
|
1 | (50) |
|
1 Talent management -- not fit for purpose |
|
|
3 | (15) |
|
2 The future of work -- talent required |
|
|
18 | (14) |
|
3 Talent liberation -- a new metaphor |
|
|
32 | (19) |
|
PART II The practice of talent liberation |
|
|
51 | (78) |
|
4 The Talent Compass -- identifying risks and opportunities |
|
|
53 | (17) |
|
|
|
70 | (19) |
|
|
|
89 | (19) |
|
7 Liberating your own talent |
|
|
108 | (21) |
|
PART III APPENDIX: Toolkit and resources |
|
|
129 | (25) |
|
A Full set of Talent Compass questions |
|
|
131 | (7) |
|
B Talent Compass sample solution guide |
|
|
138 | (5) |
|
C When to borrow, buy or build |
|
|
143 | (2) |
|
D Examples of everyday learning opportunities |
|
|
145 | (2) |
|
E Completing your personal incident room |
|
|
147 | (2) |
|
F Life wheel activity to explore goals |
|
|
149 | (2) |
|
G Options for continued professional development (CPD) |
|
|
151 | (3) |
| Index |
|
154 | |
Maggi Evans is an influential consultant with extensive international experience of strategy, senior leadership, change and talent. Focused on building competitive advantage, she is committed to translating academic insights into pragmatic business solutions.
John Arnold is Professor of Organisational Behaviour at the School of Business and Economics, Loughborough University, UK. Johns influential research, teaching and consultancy involve all areas of careers and their management from both individual and organizational perspectives.
Andrew Rothwell is Director of MSc Human Resource Management programmes at Loughborough University, UK. Andrew has extensive experience of leadership, professional development and consultancy across a range of industries. He has research interests in CPD and employability.
More info about Taylor & Francis e-books