Rethinking strategic talent and competence management
In an era of rapid technological change and growing complexity, companies are faced with the challenge of not only identifying talent, but also promoting it in a targeted manner and retaining it in the long term. The authors offer innovative perspectives and practical methods for mastering these challenges and future-proofing organizations.
The book combines sound research findings, such as the Talent Management Index, with innovative approaches, such as the Talent Management Navigator PRYSMA, to provide companies with effective tools for a strategic and effective talent policy. The book shows how personnel development can be made transparent, participative and sustainable.
It also highlights both the opportunities and risks of using artificial intelligence in talent management. Practical examples are used to illustrate how technology can enrich learning processes, but also challenge employees' independence and creativity.
Whether you are an executive, HR manager or consultant, this book will help you develop your employees' potential, master the ethical and regulatory challenges of digitalization and maintain a balance between technological progress and human development. Secure your competitive advantage through strategic talent management and create a sustainable working environment!
published by SCHÄFER-PÖSCHL Verlag
Table of contents
1. background and initial situation
2. objectives of this book
3. understanding of talent and succession management
4. the Talent Management Index® - benchmark for quality in HR risk management
5 Background and context
6 The future story - a vision as inspiration and orientation
7. key strategic positions - a linchpin for securing the future
8. strategic personnel requirements planning - the quantity structure as a working basis
9. strategic competence model - a foundation for targeted competence development
10. interim conclusion
11. identification of talents and high potentials - paving the way for a future-proof organization
12. learning architecture of the future - the core of skills development
13 Talent management dashboard - the tool for professional risk management
14. succession management - the key to future success
15 The basis for a suitable rhythm - transformation as a tailor-made suit
16 A process design for transformation - rhythm, arc of suspense, tempo
17. summary of our transformation considerations
18 What actually is culture?
19 Culture and the dynamics problem
20 The two aspects of corporate culture as the basis for different scenarios
21 What could the future bring - three scenarios
22. overall assessment of the scenarios - what is likely to happen
Swinging with the Future
How leadership can succeed in turbulent times
Ensuring the future viability of companies is the guiding star of this book. Based on his many years of consulting and teaching experience, the author develops an integrated thinking model that focuses on the harmony of leadership understanding and organizational design. This harmony creates the all-important organizational stability and orientation and opens the view for more vigilance and flexibility in the sense of readiness for the future.
The model is an orientation framework with concrete assistance and serves as a navigator for managers and employees in turbulent times.
published by Nomos Verlag
Contents
2.1 The Leadership Impact Model
2.1.1 Characteristic 1 - R - the Roler: improvising, ad hoc and orientating
2.1.2 Characteristic 2 - I - the Instructor: experienced, stabilizing and prescriptive
2.1.3 Characteristic 3 - S - the Shaper: optimizing and integrating
2.1.4 Characteristic 4 - E - the Enabler: reflective, perspective and developing others
2.2 Core elements of a state-of-the-art leadership process
4.1 Creating identity: the management of system boundaries
4.1.1 System - boundary - environments
4.1.2 System coding and system decoding - adjusting the system filters correctly 37
4.2 The reason for existence (EG) - an attempt at a definition
4.2.1 The dimensions of the EG - narrow, wide, extremely wide
4.2.2 The change in identity through a new EC
4.2.3 The secondary EG
4.2.4 The pseudo-EC
4.2.5 Multiple EGs
4.2.6 The objectives of the system derived from the EC
4.3 The design of the performance process within the framework of organizational excellence
4.3.1 The task-core process (ACP) - the business mission
4.3.2 The design of the Individual Core Process (ICP)
4.3.2.1 Excursus: Organizational Excellence requires enthusiasm
4.3.2.2 The individual personal process (IPP), the personal development process
4.3.3 The Social Core Process (SCP) - the constant and consistent work on team excellence (Business Excellence Team)
4.4 Feedback, feedback and feedforward systems
4.4.1 Quality feedback
4.4.2 Innovation feedback
4.4.3 Feedforward system
4.4.4 The difficulty of understanding: self-confirmation feedback (SBFB)75
6.1 Vision/mission/values/overall objectives and orientation framework
6.2 Design elements
6.3 Behavior (system and individual)
6.4 System results (goals, output and quality feedback)