March 18th 2014

Relational Talent Management

Talent Management has become ubiquitous, but many organisations do not understand the psychology of their most talented employees.

Research highlights that most TM strategies and practices are built on toxic assumptions and consequently have shaky foundations.

Karen Ward and Dr. Mary Jacobsen explore some of these assumptions, and advise that Talent Management needs to be done with employees, not to them.

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July 14th 2016

Webinar: Rethinking Talent Management

For most CEOs, talent remains at or near the top of their priority list, and yet lack of talent remains a major obstacle in achieving organisational goals. While a lot of effort is spent tackling these challenges, our CRF survey indicated a lack of satisfaction with the outcomes of talent management practices. Where are organisations going wrong?

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July 10th 2018

Webinar: Data-driven Talent Acquisition: What is the Future of Recruitment?

Are you involved in planning your talent acquisition and resourcing strategies, and looking to improve the overall recruitment and talent strategy? Perhaps, you are interested in exploring current innovations and recruitment trends? Listen to our webinar on resourcing to explore key shifts in recruitment practice and hear some practical advice from our speakers on how to improve the effectiveness of your resourcing strategy, and deliver value to the business.

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September 12th 2012

Talent Management & Succession Planning

A detailed look at talent management and succession practices at Plan International, leading not-for-profit organisation.

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May 16th 2012

Talent on Demand: Managing Talent in an Uncertain Age

What is talent management and why should we care about it?

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May 16th 2012

Talent in John Lewis Partnership

Discover the talent philosophy behind John Lewis Partnership.

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May 23rd 2011

Executive Summary: Talent, Careers and Organisations: Where Next?

Compiled from desk research, a CRF survey and interviews with members, this report examines the changing context of career management, along with current issues and practices. It provides a new, research-based model of six career dimensions, supported by diagnostic tools for members to assess the state of their practices. Self-assessment questions are also provided in each chapter.

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Read Executive Summary