Strategy-Driven Talent Management E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: J-B SIOP Professional Practice Series
• Sprache: Englisch

Seitenzahl: 1280

Veröffentlichungsjahr: 2009

Beschreibung

Organizations today understand that superior talent can create competitive business advantage. Executives are working with human resource managers and talent professionals to significantly improve their organization's ability to attract, develop, deploy, and retain the talent needed to achieve the organization's strategies. Effective CEOs and senior leaders are realizing that strong talent resources are as critical to business success as financial resources.

This book in the SIOP Professional Practice Series provides an up-to-date review and summary of current and leading-edge talent management practices in organizations. A comprehensive book, Strategy-Driven Talent Management brings together an outstanding group of leading practitioners who present state-of-the-art ideas, best practices, and guidance on how to recruit, select, assimilate, develop, and retain exceptional talent and integrate talent management efforts with organizational strategy. Written for human resource professionals, industrial-organizational psychologists, and corporate executives, this key resource is a clear must-read guide to the emerging field of strategic talent management.

Strategy-Driven Talent Management

• shows how to build competitive advantage through an integrated and strategic talent management program
• summarizes what it takes to attract, develop, deploy, and retain the best talent for the strategic needs of an organization
• reviews critical issues such as managing talent in global organizations and measuring the effectiveness of talent management programs
• includes case examples and CEO interviews from leading-edge companies such as PepsiCo, Microsoft, Home Depot, Cargill, and Allstate, which reveal how each of these organizations drives talent management with their business strategies

This essential must-have HR resource offers insight into the future of strategic talent management, an extensive annotated bibliography and suggestions for preparing the next generation of organizational leaders.

Leseprobe

Table of Contents

The Professional Practice Series

Dedication

Title Page

Copyright Page

Table of Figures

List of Tables

Table of Exhibits

Foreword

Preface

The Imperative of Talent

Premise of the Book

Acknowledgements

The Editors

The Contributors

Part One - General Frameworks

CHAPTER 1 - STRATEGIC TALENT MANAGEMENT MATTERS

A Leadership Imperative

Business Reasons for Talent Management

Strategically Driven Human Resources

What Is Talent?

Defining Talent Management

Talent Management Success Factors

1. Driven by Business Strategy

2. Integrated with Other Processes

3. Managed as a Core Business Practice

4. Engrained as a Talent Mindset

Other Talent Management Approaches

Issues in Talent Management

Talent Roles

Talent Management Going Forward

References

CHAPTER 2 - BUILDING COMPETITIVE ADVANTAGE THROUGH INTEGRATED TALENT MANAGEMENT

Talent Management Defined

Three Levels of Talent Management Integration

A Model of Integrated Talent Management

Implementation of Talent Stewardship

Future Challenges and New Directions

References

Part Two - Key Practices

CHAPTER 3 - BUILDING THE TALENT PIPELINE

The War for Talent Starts with Attraction

Step 1: Identifying Your Talent Acquisition Strategy

Step 2: Creating a Compelling Employment Value Proposition

Step 3: Creating a Memorable Employment Brand

Step 4: Crafting Your Talent Brand

Step 5: Determining the Most Productive Talent Channels

Step 6: Measuring Your Success

Alignment Is the Secret Sauce

A Research Agenda

Conclusion

References

CHAPTER 4 - ROPES TO SKIP AND THE ROPES TO KNOW

The Onboarding Challenge

The Science of Onboarding

The Executive Onboarding Process: A Five-Stage Model

Onboarding Contingencies: It All Depends

Investing in Onboarding

Some Lessons Learned and Some Questions

References

CHAPTER 5 - IDENTIFYING AND ASSESSING HIGH-POTENTIAL TALENT

Prediction Challenge

Corporate High-Potential Survey

Definitions of Potential

High-Potential Categories

High-Potential Time Frames

Size of High-Potential Pool

Identification Process for High Potentials

Predictors of Future Performance

Assessment Techniques and Tools

Assessment Versus Prediction

Tracking Progress

Conclusion

Future Directions

References

CHAPTER 6 - Developing Leadership Talent

Leadership Education and Development: A Historical Perspective

A Typology of Formal Leadership Development Approaches

Conclusion

References

CHAPTER 7 - DEVELOPING LEADERSHIP TALENT THROUGH EXPERIENCES

Why Experiences Are So Important

How to Build a Talent Management Taxonomy that Leverages Experience

How to Embed Experiences in Talent Management Systems

Future Directions for Research and Practice

References

CHAPTER 8 - CHANGING BEHAVIOR ONE LEADER AT A TIME

Leadership Matters

What We Know About Behavior Change

Factors Influencing Individual Change

A Model for the Change Process

Individual Differences: Which Leaders Can Learn?

Differences in Leadership Level and Job Complexity

Characteristics of the Coach

Factors in the Organization

Measuring the Effectiveness of Coaching

Implications and Lessons Learned

Conclusion

References

CHAPTER 9 - MANAGING LEADERSHIP TALENT POOLS

The Business Case

Foundations

Key Factors in Managing Leadership Talent Pools

Roles in the Talent Review Process

Characteristics of Successful Talent Reviews

The Architecture of a Talent Review

Alternative Approaches to Talent Reviews

Talent Assessment

Outcomes of Talent Reviews

Lessons Learned

Future Directions in Research

Conclusion

References

CHAPTER 10 - EMPLOYEE ENGAGEMENT

Defining Terms and Some History

Which Elements Matter Most?

The “Aha”

Engagement in Practice

The Future

References

Part Three - Critical Issues

CHAPTER 11 - BUILDING FUNCTIONAL EXPERTISE TO ENHANCE ORGANIZATIONAL CAPABILITY

Overview of Functional Expertise

Methodology for Building Functional Expertise

Step 7: Measure Impact and Effectiveness

Key Lessons Learned

Future Trends and Suggested Research

References

CHAPTER 12 - MANAGING AND MEASURING THE TALENT MANAGEMENT FUNCTION

Laying the Groundwork for Effective Evaluation

Defining the Metrics

Data Collection and Analysis

Bank of America Case Study

Conclusion

References

CHAPTER 13 - MANAGING TALENT IN GLOBAL ORGANIZATIONS

Global Talent Management Strategy Framework

Strategic Actions to Develop Global Leaders

How Do I Get Started?

Practical Advice from Practitioners

Future Research

Conclusion

References

CHAPTER 14 - MANAGING TALENT IN CHINA

Western Multinationals in China

The Chinese Context

Talent Management in China

Future Research

Conclusions

References

Part Four - Different Perspectives

CHAPTER 15 - TAKE THE PEPSI CHALLENGE

Talent Management at PepsiCo

Trends and Observations

Lessons Learned

Conclusion

References

CHAPTER 16 - INTEGRATED TALENT MANAGEMENT AT MICROSOFT

Microsoft as a Business

Talent Management at Microsoft

CareerCompass: Career Models at Microsoft

Performance Management at Microsoft

Leadership Assessment, Movement, and Development at Microsoft

Lessons Learned

CHAPTER 17 - THEY CAN DO IT! YOU CAN HELP!

The Case for Talent Management

Talent Channels

Creating Successful Hiring Partnerships

Creating Successful Leadership Pipeline Programs

Lessons Learned

Conclusion

CHAPTER 18 - ALLSTATE’S “GOOD HANDS” APPROACH TO TALENT MANAGEMENT

Allstate Background

An Outsider Perspective on Talent and Human Resources

Allstate’s Commitment to Making Strategically Valuable Talent Decisions

Talent Strategy at the Pivot Point: Agents as Entrepreneurs

Strategic Critical Success Factors for Leaders

Talent Management Synergy Through Integrated HR

Strategic HR Partnership at Allstate

Conclusion

References

CHAPTER 19 - A VIEW FROM THE TOP ON TALENT MANAGEMENT

CHAPTER 20 - CHIEF HUMAN RESOURCE OFFICER PERSPECTIVES ON TALENT MANAGEMENT

Defining Talent Management

Influences on Talent Management

CHRO Influence on Talent Management

Integration of Human Resource Functions

Predictors of High Potential

International Challenges

Measuring Talent Management Success

Lessons Learned

Future Directions

References

Part Five - Future Directions for Practice and Research

CHAPTER 21 - BUILDING SUSTAINABLE TALENT THROUGH TALENT MANAGEMENT

Talent Management Themes

Benefits of Strategy-Driven Talent Management

Challenges to the Effective Management of Talent

Future Talent Management

Conclusion

References

CHAPTER 22 - CRITICAL RESEARCH ISSUES IN TALENT MANAGEMENT

Key Strategic Links

Organizational Talent Strategy and Talent Models

Talent as a Driver of Business Strategy

Talent Model for Individuals

Talent Programs and Practices

Talent Pools and Differential Investment

Talent Decisions

Talent Measures and Outcomes

Organizational Acceptance

Talent Management Talent

Conclusion

References

CHAPTER 23 - TALENT MANAGEMENT

Chapter 1: Strategic Talent Management Matters

Chapter 2: Building Competitive Advantage Through Integrated Talent Management

Chapter 3: Building the Talent Pipeline: Attracting and Recruiting the Best and Brightest

Chapter 4: Ropes to Skip and the Ropes to Know: Facilitating Executive Onboarding

Chapter 5: Identifying and Assessing High-Potential Talent: Current ...

Chapter 6: Developing Leadership Talent: Delivering on the Promise of ...

Chapter 7: Developing Leadership Talent Through Experiences

Chapter 8: Changing Behavior One Leader at a Time

Chapter 9: Managing Leadership Talent Pools

Chapter 10: Employee Engagement: A Focus on Leaders

Chapter 11: Building Functional Competence to Enhance Functional Capability

Chapter 12: Managing and Measuring the Talent Management Function

Chapter 13: Managing Talent in Global Organizations

Chapter 14: Managing Talent in China

Name Index

Subject Index

Table of Figures

Figure 1.1. Talent Management Framework

Figure 1.2. Talent Management Model

Figure 1.3. Strength of Talent Management Links

Figure 2.1. The Stages of Talent Management

Figure 2.2. Excerpt from the Ingersoll Rand Leader/Manager Index

Figure 2.3. Talent Stewardship Model

Figure 2.4. Development as a Three-Way Partnership

Figure 2.5. Planning Optimal Development Assignments

Figure 2.6. Customized Talent Management

Figure 4.1. Socialization as a Multiphase Process

Figure 4.2. Five Stage Onboarding Process

Figure 4.3. Onboarding Program Metrics

Figure 8.1. A Model of Individual Leader Change

Figure 9.1. Placement of Talent Reviews in the Annual Planning Cycle

Figure 9.2. The Talent Review Cycle

Figure 11.1. Model for Building Functional Expertise

Figure 13.1. Business Strategy Competency Planning Matrix

Figure 13.2. Talent Nine-Box Grid

Figure 15.1. PepsiCo Career Growth Model

Figure 15.2. Talent Management Model

Figure 15.3. Sample People Planning Process

Figure 15.4 Sample People Planning Template Page

Figure 18.1. Allstate’s Transition to New Critical Success Factors

Figure 18.2. Connections Between Old and New CSFs

Figure 22.1. Strength of Key Strategic Talent Management Links

List of Tables

Table 1.1. Sample Definitions of Talent Management

Table 1.2. Talent Management Components

Table 1.3. Five Stages of Talent Management

Table 1.4. Evolution of Talent Management and Planning

Table 1.5. Talent Management Roles and Responsibilities

Table 2.1. Identifying Talent Needs to Achieve Business Strategy

Table 2.2. Strategic Business Priorities and Organizational Implications

Table 2.3. Talent Management Menu

Table 3.1. Tactical Metrics

Table 3.2. Strategic Metrics

Table 4.1. Contingency of Onboarding Challenges and Opportunities

Table 5.1. Definitions of High Potential

Table 5.2. High Potential Categories

Table 5.3. Target Distributions for High Potentials

Table 5.4. High- Potential Status

Table 5.5. High- Potential Development Activities

Table 5.6. Factors Used for Identifying High Potentials

Table 5.7. High-Potential Predictor Data

Table 5.8. Tools Used to Identify High- Potential Candidates

Table 5.9. Tracking High-Potential Progress

Table 5.10. General Conclusions

Table 6.1. Design Success Factors by Approach

Table 7.1. Sample Talent Management Taxonomy for Leaders

Table 7.2. Experiences and Competencies Matrix

Table 8.1. Contributions from Psychological Theory

Table 8.2. Individual Differences and the Capacity to Change

Table 8.3. Coaching Readiness, Actions, and Outcomes

Table 8.4. Skills Required at Different Levels of the Leadership Pipeline

Table 8.5. Core Competencies of Effective Coaches

Table 9.1. Factors Influencing the Focus of Talent Reviews

Table 9.2. Roles in Reviewing and Managing Talent Pools

Table 9.3. CEO and Senior Line Manager Questions

Table 9.4. Performance-Potential Matrix and Likely Actions

Table 9.5. Sample Elements of a Talent Strategy

Table 11.1. Approaches to Defining Individual Functions Standards

Table 11.2. Functional Competency Matrix Example

Table 11.3. Components of a Functional Talent System

Table 11.4 Functional Competency Development Guide - Example for HR Professionals

Table 11.5. Metrics to Assess Impact

Table 12.1. Evaluation Strategy, Evaluation Questions, Talent Management, and Organizational Outcomes by Stakeholder Group

Table 12.2. Sample Talent Management Dashboard

Table 12.3. Logic Model for an Example Talent Management Solution

Table 12.4. ROI Associated with Proposed Assessment Center

Table 12.5. Leading Indicator Metrics Examples by Talent Management Practice Area

Table 12.6. Lagging Indicator Metrics Examples by Talent Mangement Practice Area

Table 12.7. Data Collection Planning Template

Table 12.8. Bank of America Talent Management Evaluation Logic Model

Table 13.1. Global Leadership Capabilities

Table 13.2. Succession Planning Chart

Table 14.1. The Chinese Context Creates Challenges for HR Professionals

Table 15.1. Talent Call Model: Definitions

Table 16.1 Talent Management Framework at Microsoft

Table 16.2 Microsoft Talent Management and Development

Table 18.1. How New Success Factors Improve Leadership Development

Table 19.1. Warren Staley’s Personal Leadership List (“The Little Red Book”)

Table 21.1. Key Themes in Talent Management Approaches

Table 21.2. Organizational- Level Challenges to Talent Management (Order Based on Degree of Difficulty)

Table 21.3. Employee- Level Challenges to Talent Management

Table 22.1. Talent Management Areas That Need Further Research

Table of Exhibits

Exhibit 1.1. Core Talent Management Definition: Silzer and Dowell

Exhibit 1.2. DIME Model of Talent Management Success

Exhibit 4.1. Sample Onboarding Plan

Exhibit 5.1. Organizations Participating in the High-Potential Survey

Exhibit 5.2. High- Potential Identification Steps

Exhibit 5.3. PepsiCo View on Mobility as a Requirement to Be High Potential

Exhibit 7.1. Sample Experience Definition

Exhibit 7.2. Sample Development Plan Checklist

Exhibit 9.1. Talent Review Agenda

Exhibit 11.1. Functional Competency Example with Behaviorally Anchored Rating Sclae

Exhibit 11.2. Functional Competency Interview-Question Example

Exhibit 13.1. Generic Talent Profile

Exhibit 18.1. Insurance Is the Oxygen of Free Enterprise

Exhibit 18.2. Background of Ed Liddy and Joan Crockett

Exhibit 18.3. Allstate’s Rationale for Enhancing Critical Success Factors

Exhibit 18.4 Sample Allstate Interview Guide

Exhibit 19.1. Warren Staley’s Letter to Employees

Exhibit 19.2. Cargill Talent Declaration

The Professional Practice Series

The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative, and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice:

1. Focus on practice, but grounded in science

2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice

3. Showcase the application of industrial and organizational psychology to solve problems

4. Document and demonstrate best industrial and organizational-based practices

5. Stimulate research needed to guide future organizational practice

The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology to solve human-related organizational problems.

Previous Professional Practice Series volumes include:

Published by Jossey-Bass

Customer Service DeliveryLawrence Fogli, Editor

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The Brave New World of eHRHal G. Gueutal, Dianna L. Stone, Editors

Improving Learning Transfer in OrganizationsElwood F. Holton III, Timothy T. Baldwin, Editors

Resizing the OrganizationKenneth P. De Meuse, Mitchell Lee Marks, Editors

Implementing Organizational InterventionsJerry W. Hedge, Elaine D. Pulakos, Editors

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The 21st Century Executive: Innovative Practices for BuildingLeadership at the TopRob Silzer, Editor

Managing Selection in Changing OrganizationsJerard F. Kehoe, Editor

Evolving Practices in Human Resource ManagementAllen I. Kraut, Abraham K. Korman, Editors

Individual Psychological Assessment: Predicting Behavior inOrganizational SettingsRichard Jeanneret, Rob Silzer, Editors

Performance AppraisalJames W. Smither, Editor

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The Professional Practice Series

SERIES EDITORS Allan H. Church PepsiCo Inc.

Janine Waclawski Pepsi-Cola North America

EDITORIAL BOARD Timothy T. Baldwin Indiana University, Bloomington

Wayne F. Cascio University of Colorado

Kenneth P. De Meuse University of Wisconsin, Eau Claire

Jerry W. Hedge Personnel Decisions Research Institute, Inc.

Catherine Higgs Allstate Insurance Company

Kenneth Pearlman Lucent Technologies

James W. Smither LaSalle University

Scott I. Tannenbaum State University of New York, Albany

To the innovators and seekers who see possibilities and have the courage to challenge the status quo to pursue them

—R.F.S.

To my wife, Viki, who has been my understanding partner for over forty years; my daughter, Meggan, who brings me joy every day; and my grandsons, Ben and Quinn, who are the future

—B.E.D.

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Library of Congress Cataloging-in-Publication Data

Includes bibliographical references and index.

eISBN : 978-0-470-54004-6

1. Personnel management. 2. Leadership. 3. Employees—Recruiting. I. Silzer, Robert Frank. II. Dowell, Ben E., 1947-HF 5549.S888 2009 658.3—dc22

2009020126

HB Printing

Foreword

Talent management is arguably one of the most important topic areas in organizations today. Although there has always been an emphasis both in industrial-organizational (I-O) psychology and among human resource (HR) professionals in identifying, selecting, developing, and retaining the best and the brightest people, as Rob Silzer and Ben E. Dowell note in their Preface, we truly have entered the age of strategic talent. Between the continuous war for talent (which has only increased in urgency rather than decreased, unlike what some predicted would happen in the early part of the decade), the changing demographic nature of the workforce, the aging of the boomers and entrance of the millennials, and the ever increasing pace of change in technology and the financial marketplace, organizations and their leaders are under tremendous pressure to get the talent equation right. They are also burdened with increasing reviews and intrusion from their boards of directors to ensure that robust succession plans are in place and the bench is strong at all levels of leadership.

As a result, talent management as an HR functional area of practice has expanded tremendously over the past five to ten years, with annual conferences, articles in popular outlets, the creation of new roles and shifts in corporate job titles, various practice-based books, and even the introduction of a dedicated monthly magazine, Talent Management. Interestingly enough, however, the field of I-O psychology has lagged somewhat behind the curve of the talent management craze. A quick scan and search of past Society of Industrial and Organizational Psychology (SIOP) conference listings regarding the term talent management in session titles showed only one session on the topic in 2005 and just four in 2006. Thankfully, the numbers have been increasing since then, along with a fall conference and recent SIOP workshops in this area as well.

Given the absence of an informed I-O psychologist point of view on talent management, however, and following a very well-attended early Saturday morning session on talent management at SIOP a few years back in Dallas, titled, “Talent Management: Will the High Potentials Please Stand Up?” we felt that it was time for the Professional Practice Series to tackle this important and timely topic. To this end, we discussed the idea with Rob and Ben, both of whom were also part of that fateful 2006 session, and asked them to put this book together.

What you have here, Strategy-Driven Talent Management: A Leadership Imperative, is the outcome of their efforts. These were considerable efforts; in fact, this is one of the largest volumes in the Professional Practice Series to date. Rob and Ben, and their collection of very high-caliber contributors, have done an excellent job of first defining the strategic talent management landscape and then reviewing a number of key areas of practice, including everything from attracting and recruiting, onboarding, high-potential identification, the different ways of developing leaders, to the engagement of those leaders. Having these practices examined together in one book and discussed in the context of talent management makes this a unique and seminal contribution to the field right out of the gate. That said, Part Three of the book contains a review of a number of critical issues in the area, and Part Four provides applications and case examples from various organizations as well. We are convinced these contributions will make this a coveted resource for HR, I-O, and OD (organization development) practitioners for years to come. The chapter on critical research questions in the talent management area should appeal to academics as well, and the extensive annotated bibliography will be a handy resource for those in the field.

In the end, this book fills a critical and, in our opinion, a rather gaping hole in the I-O practice arena. It brings existing theory and research together from different elements of I-O into one compendium on talent management, which to date has not been directly addressed by the field. We hope that both practitioners and academics alike will find it useful and stimulating, and perhaps even provocative in some areas. It’s a job very well done, and we extend our sincerest appreciation to Rob and Ben for bringing this book to life.

September 2009

Allan H. Church Janine Waclawski Series Editors

Preface

The Imperative of Talent

Talent is becoming recognized as a core competitive asset in business organizations and as the currency of business. Over recent years, companies have widely adopted talent management programs and processes in an effort to attract, select, develop, deploy, engage, and retain talented employees who can help achieve business objectives. At first glance, the broad adoption of talent management programs and initiatives seems to be a blind rush into a new Human Resource (HR) framework. However, based on our own lengthy experience in organizations, we sense that the new focus on talent management is potentially a significant paradigm shift for both organizations and human resources. In working on this book, we leveraged our network of professional colleagues in an array of organizations to see how others are viewing the emerging field of talent management.

Organizations are beginning to understand the strategic value of talent and the impact that strong talent can have on financial outcomes. This represents a major shift in how business executives view the value of Human Resources. In the 1980s and 1990s, effective Human Resource planning was a step in the direction of better utilizing and leveraging talent for business objectives. Companies came to realize that the sustaining element through the ups and downs in business was the critical talent in the organization. Out of that process emerged the idea of actively managing that talent for the organization rather than depending on the ability of the organization to find and hire critical talent just when needed. In addition, organizations discovered that their need for talent, particularly leadership talent, was growing faster than the available supply. These companies realized that successfully buying or building critical talent would create competitive advantage in the global marketplace.

As a result, many organizations started creating and implementing programs, processes, and systems that built the internal talent pool. These efforts included various programs on leadership development, high-potential identification and development, engagement, retention, and others that became known as talent management. At first these programs were just a collection of various existing programs that were clustered together under one function. This would probably describe many current talent management efforts.

Some more ambitious and farsighted organizations saw the value in coordinating efforts across these programs to improve effectiveness and efficiency. They were given common goals and became aligned with each other. This represented an important step forward for HR in integrating these previously independent programs. The directors of these programs and processes now had shared goals and were being evaluated on their combined effort to produce the desired talent. For many companies this is seen as the current leading edge for Human Resource efforts and has made the term talent management almost ubiquitous in business organizations today. However, based on our experience, we know that there is an even more significant HR evolution on the horizon. There has been an emerging interest in making Human Resources a strategic function in business. Currently, only a few HR professionals know how to make that happen.

We believe that the coming significant paradigm shift for HR is to strategic talent management, which we define as:

• Driven by business strategy

• Integrated with other processes

• Managed as a core business practice

• Engrained as a talent mindset

Organizations are learning how to design and implement talent management programs processes and cultural norms to attract, develop, deploy, and retain the talent that is needed to achieve current and future strategic business objectives. Some leading-edge companies, such as 3M, Microsoft, PepsiCo and GE, are already doing this. In some companies, talent reviews are now a core business process along with strategic business reviews and annual operations reviews. But in the future, even these companies are likely to go further in more strongly connecting talent decisions to financial outcomes. Talent management will also be engrained as a talent mindset that will be adopted as a pervasive cultural norm and expectation.

We are in fact entering the “age of strategic talent,” where human capital and talent decisions will be seen as highly critical business decisions. Strategic talent management will evolve into a more rigorous discipline with supportive evidence for making various talent decisions. CEOs and executives will see talent as an asset equally important to financial assets. Chief Human Resource Officers will gain equal status and influence to Chief Financial Officers in organizations. The impact of strategic talent management on financial outcomes will be well known and respected. Both HR professionals and line managers will be expected to have expertise in strategically managing talent. Candidates for executive positions will be evaluated on their expertise and experience in talent management.

Premise of the Book

Organizations are at various stages of this transformation to strategic talent management. The objective of this book is to uncover how organizations are developing and implementing strategic talent management and managing this transformation. We wanted to draw on the experiences and expertise of organizations and professionals who are leading this transformation. The objectives for the book are:

• To identify the leading-edge organizational practices in strategic talent management

• To link business strategies with strategic talent management practices.

We recruited many of the leading-edge talent management experts in business and consulting organizations to be resources and chapter authors for the book. The book includes numerous examples of talent management practices in business organizations, including five chapters that focus on specific companies. All of the chapter authors have been actively involved in talent management efforts in a range of organizations and are highly experienced in their field, with over 500 years of combined professional experience in organizations. In each chapter, authors were asked to discuss the link between business strategy and talent management efforts and to provide organizational case examples where possible.

The chapter structure is organized around five parts:

• General Frameworks: Two introductory chapters discuss the strategic foundation of talent management.

• Key Practices: Eight chapters provide insight into key talent management practices such as attracting, recruiting, onboarding, identifying, assessing, developing (through programs, experiences, and coaching), managing, and engaging talent.

• Critical Issues: Four chapters discuss talent management in organizational functions, in global organizations and in China, and measuring talent management effectiveness.

• Different Perspectives: Six chapters provide five organizational case studies (PepsiCo, Microsoft, Home Depot, Allstate, and Cargill) and interviews with two CEOs and three Chief Human Resource Officers.

• Future Directions for Practice and Research: Three chapters that discuss the future of talent management practice, outline key research issues, and provide an Annotated Bibliography that contains 58 core references on strategy-driven talent management.

This book is designed to provide a broad view of talent management practices in organizations. It is not designed to be encyclopedic because of space limitations. The field of talent management is very broad and growing, touching almost all aspects of Human Resource practice. We tried to include many of the key components of talent management but could not include everything (for example, performance management and compensation are not discussed in depth). Nevertheless, we think the book provides a broad leading edge view of how organizations are developing and implementing strategic talent management.

Organizational managers and executives, human resource professionals, and industrial-organizational psychologists will benefit from this book. Organizations will see how other companies are transforming HR and talent management. In addition, professors and graduate students will likely see how this book can guide future research and be added to graduate level courses in psychology departments and business schools. The chapters have over 650 references on talent management and frequently include a discussion of related research issues. A separate research chapter outlining some of the broad research issues related to talent management has also been added to the book to stimulate thinking on issues that need to be further investigated.

We hope that this book will significantly advance the field and support the transformation to strategic talent management by sharing leading-edge thinking and practices.

Acknowledgments

This book is the result of a great deal of hard work by a large number of colleagues, including those developing and implementing talent management strategies and processes in organizations, those who are active in sharing their work with others in the field, and the dedicated chapter authors.

Human resource professionals and industrial-organizational psychologists have been working for many years to introduce leading-edge practices and strategic talent management into their organizations. Often they are bringing significant positive change to their organizations and transforming Human Resource contributions to the business. They often are the unheralded change agents who are building organizations for the future.

Many of our colleagues have shared their leading-edge practices with us and with other organizations. We particularly recognize our colleagues who over the years we have engaged in extended discussions about talent management issues and practices and who have taught us a great deal. They include Seymour Adler (Aon), Steven Ashworth (Sempra Energy), Marcia Avedon (Ingersoll Rand), Bob Barnett (MDA Leadership Consulting), Judy Blanton (RHR), Stephen Cerrone (Sara Lee), Allan Church (PepsiCo), Sandra Davis (MDA Leadership Consulting), Robert Eichinger (formerly with Lominger), John Fulkerson (formerly with PepsiCo), Tim Gartland (Corporate Insights and Development), Karen Grabow (Land O’Lakes), Mirian Graddick-Weir (Merck), George Hollenbeck (formerly at Harvard Business School and Merrill Lynch), Mike Hopp (Lockheed Martin), Dick Jeanneret (Valtera), Leslie Joyce (formerly with Home Depot), Andrea Konz (S. C. Johnson), Mary Lewis (PPG), Dennis Lieberson (formerly with Capital One Financial), Morgan McCall (University of Southern California), Cindy McCauley (Center for Creative Leadership), Mike McDermott (T. Rowe Price), Lance Miyamoto (Comverse), Karen Paul (3M), Pat Pedigo (IBM), Mike Piergrossi (W. R. Grace), David Rodriguez (Marriott), Jeff Schippmann (Balfour Beatty), Gillian Scholes (formerly at Ingersoll Rand), John Scott (APT), Rosemary Slider (formerly at BellSouth), Peter Wentworth (Adams Respiratory Therapeutics, formerly at Pfizer), and Paul Yost (Seattle Pacific University).

We also acknowledge the contributions of the business executives (such as Wayne Callaway of PepsiCo, Larry Bossidy at Allied Signal, and Herb Henkel at Ingersoll Rand) who had the foresight to ask the questions and create the expectations that made the evolution of the field of talent management necessary. They saw how talent management could add strategic value and encouraged ethical practices that contributed to the growth of their businesses and, in turn, the evolution in our field of practice.

This book rests almost entirely on the expertise and commitment of the chapter authors. We applaud their dedication to seeing this project through to the end, despite their heavy work responsibilities. They are the leading-edge thinkers who are moving the field forward in their own organizations.

Thanks are also due for the ongoing support of the SIOP Professional Practice Book series editors, Allan Church and Janine Waclawski, both at PepsiCo. They have remained enthusiastic and supportive from the initial idea to the final book. Also our liaisons at Jossey-Bass, Matt Davis and Lindsay Morton, have been very helpful in coordinating production and marketing efforts.

We thank our mentors along the way. In particular, we are indebted to Marvin Dunnette, who showed us how the science and practice of industrial-organizational psychology can work together to build successful organizations and advance science while simultaneously helping individuals. Our deep gratitude to you, Marv: We’ll be seeing you in all the old, familiar places.

And finally to our family and friends, who have tolerated our focus on completing this book. They have been patient with the long hours of writing and editing and have been wise enough to pull us out of our obsession with the book when we needed a distraction back into the real world of life.

Greenwich Village, Manhattan, New York City Rob Silzer Austin, Texas Ben E. Dowell April 2009

The Editors

Rob Silzer is Managing Director of HR Assessment and Development, a corporate consulting business, and has consulted with business executives and managers in over 150 organizations, focusing on leadership assessment and development, selection, executive coaching, talent management, and other strategy-driven HR programs. After receiving his Ph.D. in industrial-organizational psychology and counseling psychology from the University of Minnesota, Rob served as Senior Director of Personnel Research for Fieldcrest-Cannon and President of Personnel Decisions—New York before founding his own consulting firm.

Rob is a Fellow of the American Psychological Association (APA), the Association for Psychological Science (APS), the Society of Industrial and Organizational Psychology, and the Society of Consulting Psychology. He has taught Ph.D. courses in industrial and organizational psychology and been Adjunct Professor at the University of Minnesota, New York University, and Baruch College—City University of New York. Currently he is on the doctoral faculty in industrial-organizational psychology at the Graduate School of the City University of New York. Rob has served on the editorial boards of Personnel Psychology, Industrial and Organizational Psychology: Perspectives on Science and Practice, and The Industrial-Organizational Psychologist, and on the board of Personnel Decisions Research Institute. He has been president of the Metropolitan New York Association of Applied Psychology and cofounder of the Minnesota Industrial Organizational Psychology Association.

Rob has written numerous articles and book chapters in the field of industrial-organizational psychology and has edited several books, including The 21st Century Executive: Innovative Practices for Building Leadership at the Top (Jossey-Bass) and, with Dick Jeanneret, Individual Psychological Assessment: Predicting Behavior in Organizational Settings (Jossey-Bass). He has frequently delivered workshops and presentations at professional conferences and in client organizations. He enjoys adventure travel, high-altitude mountain trekking, alpine snow skiing, and scuba diving and travels frequently around the world. He lives in Greenwich Village, Manhattan, New York City.

Ben E. Dowell is an independent talent management consultant. He retired from the Bristol-Myers Squibb Company in 2006 where he was Vice President of Talent Management. His experience spans 30 years, working primarily within companies to align talent management actions, systems, and processes with the strategic needs of the enterprise. He was with Bristol-Myers Squibb from 1989 to 2006 in a variety of human resource generalist and development roles.

Prior to that, Ben held a number of management development and human resource generalist positions in various divisions of PepsiCo, including Frito-Lay, PepsiCo Foods International, and Pizza Hut. Prior to PepsiCo, he was Assistant Professor of administrative sciences in the Graduate School of Business, Kent State University, and Managing Partner of the Kent Group, a consulting firm he cofounded. Ben received his Ph.D. in industrial-organizational psychology from the University of Minnesota and his B.A. in psychology from the University of Texas.

His writing, speaking, and consulting engagements have focused on talent management processes for senior leaders, integrated leadership development systems, succession planning and management, high-potential development, performance management, integration of new executives, executive coaching, and ethical decision making. Ben enjoys woodworking, metal smithing, golf, and sharing experiences with his family and friends. He now lives in Austin, Texas.

The Contributors

Seymour Adler is Senior Vice President of Talent Solutions consulting at Aon Consulting, where he directs the development and implementation of assessment, talent management, and leadership development programs for clients, many of them global organizations, in the corporate sector as well as with large public sector agencies. After receiving his doctorate in industrialorganizational psychology from New York University, he cofounded Assessment Solutions Incorporated, a firm he helped take public in 1997 and which was acquired by Aon in 2001. In addition to his consulting career, Seymour has taught in graduate industrial-organizational programs at Purdue University, Tel Aviv University, Stevens Institute of Technology, New York University, and Hofstra University. His empirical research has been in the areas of personality, leadership, global mindset, customer service, and onboarding.

Seymour is a Fellow of the Society of Industrial-Organizational Psychology, has served as President of the Metropolitan New York Association of Applied Psychology, and has published widely in both the academic and practitioner literatures.

Pooja Anand joined the talent management and learning group at Siemens Corporation in June 2007; her area of focus encompasses talent validation methods of key corporate positions, analysis of employee survey data, and the design and development of communications to high-potential employees. Previously she has worked in India at the World Bank and the Bank of America. Her functional concentration was on marketing and operations—primarily developing strategies to increase and retain market share.

Pooja received her bachelor’s degree in industrial psychology from Delhi University, India, and her master’s in human resource management from Rutgers University.

Marcia J. Avedon is the Senior Vice President of Human Resources and Communications for Ingersoll Rand, a global diversified industrial and technology company with over 60,000 employees. She joined Ingersoll Rand from Merck & Co., where she had companywide responsibilities for all human resource strategies, programs, and policies globally. Previously Marcia was Vice President of Talent Management and Organization Effectiveness for Merck. Marcia has held a variety of HR and communications leadership positions with Honeywell (formerly AlliedSignal), including Vice President of Corporate Human Resources; Vice President of Human Resources and Communications for the Performance Polymers & Chemicals business group; and Director of Organization and Leadership Development for the engineered materials sector. She also held corporate and division human resources and organization development roles with Anheuser-Busch Companies. She began her career with Booz-Allen & Hamilton, spending six years as a management consultant specializing in human capital and organizational development practices.

Marcia holds an M.Phil. and a Ph.D. in industrial-organizational psychology from George Washington University and a B.A. in psychology from the University of North Carolina—Wilmington. She serves on the advisory boards for Cornell University’s Center for Advanced Human Resources Studies and the Rutgers Center for Human Resource Strategy. Marcia is a member of the Society for Industrial and Organizational Psychology, HR50, and the HR Policy Association. Marcia served as a board member for Lincoln National Corporation and board president for a nonprofit agency, Jersey Battered Women’s Services.

Marcia and her husband, Charles Farrar, have two children and reside in Charlotte, North Carolina. They enjoy traveling, outdoor activities, and the arts.

Robert C. Barnett is the Executive Vice President and a Partner at MDA Leadership Consulting in Minneapolis. Bob joined MDA in 1985 and has over 20 years of experience consulting in the areas of organizational psychology and organizational development. At MDA, he specializes in providing executive selection, succession, leadership development, and organizational change services.

Bob earned his B.A. and Ph.D. in psychology from the University of Minnesota and has an M.S. in organizational development from Pepperdine University. He is an Adjunct Associate Professor of management at St. Mary’s University of Minnesota, is the author of a number of articles and book chapters, and is a frequent presenter at psychological, management, and human resource professional meetings and conferences. He is a licensed psychologist in the State of Minnesota and a member of the Society of Industrial-Organizational Psychology, and volunteers as a board member for Big Brothers/Big Sisters of the Greater Twin Cities.

John W. Boudreau, Professor and Research Director at the University of Southern California’s Marshall School of Business and Center for Effective Organizations, is recognized worldwide for breakthrough research on the bridge between superior human capital, talent, and sustainable competitive advantage. His research has won awards from the Academy of Management in human resource management and organizational behavior.

John consults on and conducts executive development with companies worldwide that seek to maximize their employees’ effectiveness by discovering the specific strategic bottom-line impact of superior people and human capital strategies. His recent books include Beyond HR: The New Science of Human Capital, with Peter M. Ramstad (2007); Investing in People, with Wayne F. Cascio (2008); and Achieving HR Strategic Excellence, with Edward Lawler (2009).

Stephen Cerrone is the Executive Vice President of Global Human Resources and Communications for Sara Lee Corporation, a global manufacturer and marketer of high-quality, brand-name products for consumers throughout the world. Previously he was the head of human resources for retail financial services at JP Morgan Chase, a position he held after the merger between JP Morgan Chase and Bank One in July 2004. Prior to the merger, he was the head of human resources for Bank One.

Stephen joined Bank One in September 2003 from Burger King Corporation, where he was Executive Vice President of Worldwide Human Resources. He started at Burger King Corporation in 1989 and was named head of worldwide human resources there in 1999. During his decade-long career at Burger King, Stephen served as the head of HR for Burger King’s Europe/Middle East/ Africa unit. He also spent two years as the head of senior leadership training and executive development for GrandMet, Burger King’s parent company, in the United Kingdom.

Stephen has a B.A. degree in psychology from Providence College in Rhode Island and an M.A. and Ph.D. in industrial-organizational psychology from the University of Houston. He has served as an adjunct faculty member at the University of Houston and at the University of Miami. Since relocating to Chicago in 2003, he has been elected a member of the board of trustees for Roosevelt University and the board of directors for Hubbard Street Dance Chicago. He is the 2006 recipient of the Academy of Management Distinguished Executive Award.

Allan H. Church is Vice President of Talent and Organizational and Management Development for PepsiCo. He is responsible for leading the design of the enterprisewide talent management and people development processes. He joined PepsiCo in December 2000. Previously Allan spent nine years as an external organization development consultant working for Warner Burke Associates, where he designed 360-degree feedback and organizational survey interventions for Fortune 100 clients. He also spent several years at IBM.

Allan has served as an Adjunct Professor at Columbia University, and a Visiting Faculty Scholar at Benedictine University, and is a past chair of the Mayflower Group. He is on the editorial board of several journals, including Personnel Psychology, Journal of Applied Behavioral Science, Organization Development Practitioner, and Team Performance Management. An active writer, he has authored 4 books, 20 book chapters, and over 120 practitioner and scholarly articles.

Allan received his B.A. in psychology and sociology from Connecticut College and his M.A. and Ph.D. in organizational psychology from Columbia University. He is a Fellow of the Society for Industrial-Organizational Psychology and the American Psychological Association.

Jay A. Conger is the Henry Kravis Chaired Professor of Leadership at Claremont McKenna College in California and a visiting professor at the London Business School. In recognition of his extensive work with companies, BusinessWeek named him the Best Business School Professor to Teach Leadership and one of the top five management education teachers worldwide. As a management educator and consultant, Jay has worked with over three hundred companies in his 25-year career.

Author of over one hundred articles and book chapters and fourteen books, Jay researches leadership, organizational change, boards of directors, and the training and development of leaders and managers. His most recent books include Boardroom Realities (2009), The Practice of Leadership (2007), Growing Your Company’s Leaders (2004), and Shared Leadership (2002). He received his B.A. from Dartmouth College, his M.B.A. from the University of Virginia, and his D.B.A. from the Harvard Business School.

Sandra L. Davis is the CEO of MDA Leadership Consulting, which she cofounded in 1981. Her extensive consulting experience spans talent management and selection, executive coaching, and leadership development. She focuses on services to MDA’s Fortune 100 clients, where she specializes in executive succession, CEO selection, and board development.

Sandra earned her B.S. from Iowa State University and Ph.D. in psychology from the University of Minnesota. A licensed psychologist in the State of Minnesota, an author, and an active member of the Society for Industrial and Organizational Psychology, she speaks regularly at its annual conferences. Sandra currently serves on the boards of the Saint Paul Chamber Orchestra and the Jeremiah Program and is an Iowa State University Foundation governor. A member of Minnesota Women’s Economic Roundtable, she has been recognized as a Woman Changemaker by the Twin Cities Business Journal.

Erika D’Egidio is Director of Talent Management for the Bristol-Myers Squibb Company. She is responsible for partnering with the business to design systems, processes, and programs focused on the identification, selection, development, engagement, and retention of talent within the organization. Since joining Bristol-Myers Squibb in March 2004, she has been responsible for the development and implementation of a variety of functional talent systems.

Previously Erika worked for Jeanneret & Associates, a consulting firm based in Houston, Texas, for nine years. Her work there focused on designing and validating selection systems, providing advice and counsel to clients regarding a variety of human resource processes, and litigation support regarding a variety of employment issues. She has been the coauthor on a number of book chapters related to the O*NET and job component validation. Erika received her Ph.D. and M.A. in industrial-organizational psychology from the University of Houston and her B.A. in psychology from the University of Texas.

Joshua B. Fyman is a doctoral candidate at Baruch College—City University of New York. His research has focused on predictors of work team performance, and he has also contributed to research involving the evaluation of work teams, personality testing, job analysis, and bias in the evaluation of managers. As a consultant, Josh has worked with private companies on selection systems at various levels. He has also worked in government as an organizational analyst, designing and conducting organizational surveys as well as providing organizational evaluations. He is currently working on selection and organizational issues at Aish International, a nonprofit organization. In addition, Josh has been an Adjunct Lecturer at Baruch College and Touro College and taught industrial-organizational psychology, work motivation, group dynamics, and research methods.

Mirian Graddick-Weir joined Merck & Co. as the Senior Vice President of Human Resources in September 2006. She has responsibility for all aspects of global human resources. She joined Merck from AT&T, where she was Executive Vice President of Human Resources and Employee Communications since 2004. Prior to that, she held a number of human resource positions, including Chief Human Resource officer for the consumer services company, Vice President of Human Resources for business effectiveness, and Vice President of multimedia products and executive HR.

Mirian earned a bachelor’s degree in psychology from Hampton University, and a master’s degree and a Ph.D. in industrial-organizational psychology from Penn State. She is a member of the board of the Harleysville Group Insurance Company, Jersey Battered Women’s Services, National Academy of Human Resources, Human Resources Policy Association, Cornell CAHRS, National Medical Fellowships, Personnel Roundtable, and Kent Place School.

Among her many awards, Mirian received the Distinguished Psychologist in Management award in 2003, the HR Executive of the Year in 2001, and the AT&T Catherine B. Cleary Woman of the Year in 1990. In 2009, she was named in Black Enterprise Magazine’s 100 Most Powerful Corporate Executives in America issue. Mirian is married and has five children and one grandchild.

Leslie W. Joyce served as Vice President and Chief Learning Officer for The Home Depot, the world’s largest home improvement retailer, from 2004 through 2008. She had responsibility for all aspects of designing, developing, and delivering learning and leadership development solutions for Home Depot’s 300,000 associates. Her areas of expertise include executive and leadership development, technical training, learning technology, and organizational effectiveness. Leslie joined The Home Depot in 2002 as a Director of Organization Effectiveness, with responsibility for individual, team, and organizational assessment; leadership and competency modeling; selection processes; and organization design and development.

Prior to joining The Home Depot, Leslie was Global Director of Organization Effectiveness for GlaxoSmithKline and responsible for global organizational research and effectiveness programs and processes to include change effectiveness and organization development. Prior to GlaxoSmithKline, she held the role of Vice President of Human Resources and Organizational Development at ClinTrials Research.

Leslie is President of the Atlanta Human Resources Forum and serves on the advisory board for the Executive M.B.A. program at Kennesaw State University, the Atlanta Human Resources Leadership Forum, and the Atlanta chapter of ASTD, and is a founding member of ASTD’s Learning Executives Network. She is an active member of the Society of Industrial and Organizational Psychology. Leslie holds a Ph.D. in industrial-organizational psychology from North Carolina State University.

Brent W. Mattson is Vice President and Chief Talent Development Officer for the London-based Invensys pic. He has responsibility for all aspects of talent development for Invensys’s 25,000 employees. Prior to joining Invensys in 2009, Brent was Senior Vice President of Executive Development and Talent Management at Bank of America and also held a variety of human resource and six sigma leadership roles in GE’s Commercial Finance division and with Wells Fargo & Company.

In his consulting, Brent has provided support to public and private sector clients in the areas of change management, acquisition integration, facilitative leadership, conflict resolution, team dynamics, and coaching. He holds a bachelor’s degree from St. John’s University and master’s and doctoral degrees from the University of Minnesota. In addition, Brent served as an adjunct instructor at the University of North Carolina and the University of Minnesota, where he taught graduate courses in psychology and organization development. He is the author or coauthor of over a dozen academic and practitioner-focused articles and book chapters.

Suzan McDaniel is Vice President of Talent Management at Hewlitt Packard. She is responsible for identifying and defining talent management strategies and solutions. She joined Hewlitt Packard in July 2009. Previously, she spent eight years at Bristol-Myers Squibb, where she was most recently Vice President of Global Talent Management acquisition and diversity and accountable for designing end-to-end talent-management processes, including the development and implementation of functional talent systems. Suzan has also been a Human Resources business partner and a leadership development specialist at Bristol-Myers Squibb.

Prior to joining Bristol-Myers Squibb, Suzan was a consultant at Hogan Assessment Systems for five years. She began her career at Ford Motor Company Glass Division as a learning and development specialist. Suzan received her Ph.D. and M.A. in industrial-organizational psychology and her B.A. in psychology from the University of Tulsa.

Mary Mannion Plunkett has more than 18 years of experience in the field of leadership and organization development, including roles with The Boeing Company, Ernst & Young LLP, and McDonnell Douglas Aircraft Company. She most recently served as the head of talent management for Lehman Brothers Europe and the Middle East and as Vice President of Executive Development for BP plc. Mary received a Ph.D. in organizational psychology from St. Louis University.

Steven G. Rogelberg is Professor of organizational science and Professor of psychology at the University of North Carolina at Charlotte. In addition, he serves as Director of organizational science, and is the founder and Director of the Organizational Science Consulting and Research Unit. He has produced over 50 publications and 25 invited addresses or colloquiums addressing issues such as team effectiveness, health and employee well-being, meetings at work, organizational research methods, and organizational development. Steven served as Editor-in-Chief of the two-volume Encyclopedia of Industrial and Organizational Psychology (2006) and the Handbook of Research Methods in Industrial and Organizational Psychology (2002, 2004). He currently serves as Editor of the Talent Management Essentials book series and the Journal of Business and Psychology.

Recent honors include serving as program chair for the Society of Industrial and Organizational Psychology (SIOP); chair of the SIOP Education and Training committee and of SIOP’s Katrina Relief and Assistance effort; and receiving the 2001 Bowling Green State University (BGSU) Psi Chi Professor of the Year Award and the BGSU Master Teacher Award. His research has been profiled on public television and radio, and in newspapers and magazines. Companies for which he has provided consulting services include IBM, Grace Cocoa, Vulcan Materials, Procter & Gamble, Toledo Area Regional Transit Authority, Mid-American Information Services, and Marshall-Qualtec. He received his Ph.D. in industrial and organizational psychology from the University of Connecticut.

Thomas Ruddy joined Becton Dickinson (BD) in April 2008 as Vice President of Talent Management and Learning and Development. He is responsible for identification, assessment, development, and advancement of leaders to drive BD’s future business growth. Previously Tom was the senior director of talent management and learning campus for Siemens, USA. His responsibilities included the identification, development, and movement of talent within Siemens United States. He joined Siemens in June 2000. Tom previously had responsibility for the first wave of Siemens’s HR transformation, including the deployment of Siemens global employee portal as well as e-enabling HR processes. He had HR business partner responsibility for Siemens Corporation USA.

Prior to joining Siemens, Tom was the manager of knowledge management for Xerox Worldwide Customer Services. He was appointed to that position in September 1997. At Xerox, he was responsible for developing knowledge management strategies for customer services, including the global deployment of Eureka, a system for the authoring and sharing of technical knowledge. In addition, he had responsibility for Xerox empowered team strategy for worldwide customer services in over 35 countries. Prior to his time in customer services, he worked for six years in Xerox human resources in a variety of areas, including employee selection, employee engagement, and succession planning. Tom has conducted extensive research in the areas of knowledge management, team effectiveness, total quality management, organizational structure, performance evaluation, employee retention, customer satisfaction, leadership development, and employee selection and assessment. He joined Xerox in 1984 as the manager of selection research for Xerox U.S. customer operations.

Tom received his doctorate in industrial-organizational psychology from Bowling Green State University in 1989. Tom and his wife, Nancy, daughter Natalie, and son Sean live in Mountain Lakes, New Jersey.

Jeff Schippmann is the Senior Vice President of Human Resources and Chief People Officer for the U.S. segment of Balfour Beatty plc (Balfour Beatty Construction), where his responsibilities include oversight of all aspects of human resources. Previously he was the Vice President of Global Talent Management for the Hess Corporation, where he managed all succession planning, performance management, talent assessment, and management development and training activities for this $30 billion global oil and gas company. Previous to Hess, Jeff was the Director of Organization and Management Development for PepsiCo. In this role, he was responsible for a broad range of talent management activities and internal consulting projects over a six-year period, including significant work to refocus managers on people development activities and restructuring the PepsiCo “employment deal.” Jeff was also in consulting with Personnel Decisions International in a variety of roles focusing on selection and staffing solutions, executive assessment and development, assessment centers, and competency modeling.

Jeff is the author of two books describing best practices in executive assessment and competency modeling, and his research has appeared in a number of scholarly journals, including Journal of Applied Psychology and Personnel Psychology. He received his Ph.D. from the University of Memphis.

Gillian Scholes is an independent consultant specializing in organizational strategy, succession management, and executive development. She has held leadership positions in high-technology and industrial firms, including roles in strategic business planning, organization development, and talent management. She began her career with Digital Equipment Corporation in the United Kingdom and was most recently Vice President of Organization and Leadership Development for Ingersoll Rand Company.

Gillian has extensive experience in leading strategic organizational change, creating talent management processes, and selecting and developing senior leaders. She has managed succession plans at the senior executive level and built global pipelines of talent to meet future business needs. Her focus is on helping organizations and executives implement their goals and achieve their full potential.

Gillian holds a B.A. from London University, an M.B.A from the London Business School, and an M.S in applied behavioral science from American University/NTL Institute. She is a founding board member of the Global Leadership Program, an international consortium for executive development managed by MESA Research.

John C. Scott is Vice President and cofounder of APT, a human resource consulting firm based in Darien, Connecticut. He directs consulting services in the area of talent management and has implemented human resource solutions for Fortune 100 companies and market innovators across a broad range of industries, including pharmaceuticals, electronics, consumer products, retail, telecommunications, hospitality, transportation, electric and gas utilities, aeronautics, and financial services. John is the chief architect of APT’s HR platform, APTMetrics, which has yielded APT’s suite of automated Web-based talent management solutions.

John is an expert in the field of human resource evaluation. He is an author and frequent lecturer on the subject. He is coeditor of The Human Resources Program Evaluation Handbook, a guide to human resource evaluation, and coauthor of Evaluating Human Resources Programs: A Six-Phase Approach for Optimizing Performance. He has also authored numerous chapters and articles in the areas of assessment, selection, and organizational surveys.

John is the past conference program chair for Division 14 of the American Psychological Association and the 2009 Society of Industrial-Organizational Psychology convention program chair, and he serves on several Professional Practice Book Series editorial boards. John received his Ph.D. in industrial-organizational psychology from the Illinois Institute of Technology in 1985.

Lorraine Stomski is a Senior Vice President and practice leader for leadership development and executive coaching in Aon Consulting’s human capital group. She is responsible for the design and delivery of global leadership development and executive onboarding programs for top talent in a wide variety of organizations. Her areas of expertise include leadership development and retention of top talent, executive coaching and onboarding, and talent management strategy. Lorraine holds a Ph.D. in industrial-organizational psychology from Stevens Institute of Technology and has been an I-O practitioner for over 20 years.

Janine Waclawski is Vice President of Human Resources for the PepsiCo Foodservice Division, a $3 billion division of PepsiCo. She is the chief personnel officer for the division and a member of the senior leadership team. Prior to this role, she was Director of HR for Pepsi Cola North America, partnering with marketing, joint ventures, public affairs, corporate development, and finance. She joined PepsiCo in 2002 as the director of organization and management development. Previously Janine was a principal consultant in the strategic change practice of PricewaterhouseCoopers and a senior consultant at Warner Burke Associates. As a consultant, she specialized in organization development and change and executive development through the use of data-driven methods.

Janine has been an Adjunct Professor at Columbia University and Hunter College and has published over 25 articles and book chapters. She has also coauthored two books with Allan Church—Designing and Using Organization Surveys and Organization Development: A Data Driven Approach to Organizational Change— both published by Jossey-Bass. Janine received her B.A. in psychology from the State University of New York at Stony Brook and her M.Phil. and Ph.D. from Columbia University

Elizabeth Weldon is Professor of management and Academic Director of Custom Executive Education at the China Europe International Business School (CEIBS) in Shanghai, China. Previously she served as an Adjunct Associate Professor at the Hong Kong University of Science and Technology and as the H. Smith Richardson, Jr. Visiting Fellow at the Center for Creative Leadership (CCL). She was also Professor of organization behavior at IMD International in Lausanne, Switzerland, where she taught and designed executive programs focused on leadership, corporate renewal, and strategic human resource management. Elizabeth has served on the faculties of Indiana University, the Kellogg Graduate School of Management at Northwestern University, and the University of Illinois; worked as an invited professor in the Executive M.B.A. program at Beijing University in the People’s Republic of China; and taught executive courses at the China Europe International Business School in Shanghai.

In addition to teaching awards, Elizabeth has received awards for her research from the Organization Behavior Division of the Academy of Management and the Society for Industrial and Organizational Psychology, a division of the American Psychological Association. She is the coeditor of Volume 4 of Advances in Global Leadership (2006) and Management and Organizations in China