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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April 30th 2019
CRFCast - HR Insights from the Corporate Research Forum: Developing Talent Acquisition Strategies to Win the War for Talent with Tomas Chamorro-Premuzic
Finding and hiring talent is a key business priority, but competition for top talent is fiercer than ever. To succeed, organisations have to develop robust resourcing strategies, using reliable assessment tools and sourcing methods to attract, select and retain the best candidates. In conversation with Professor Tomas Chamorro-Premuzic, we discuss the latest technology and trends in resourcing and explore how organisations can make better hiring decisions.Listen to Podcast
May 9th 2019
Speed Read: Talent on the Move: Time for a Rethink?
With the emergence of Global Talent Management, there has been a growing interest in the effectiveness of the usage of talent globally. What are the current challenges and what are the expected options for moving people in the future?Read Executive Summary
September 12th 2012
Talent Management & Succession Planning
A detailed look at talent management and succession practices at Plan International, leading not-for-profit organisation.View Presentation
May 16th 2012
Talent on Demand: Managing Talent in an Uncertain Age
What is talent management and why should we care about it?View Presentation
May 16th 2012
Talent in John Lewis Partnership
Discover the talent philosophy behind John Lewis Partnership.Read Case Study
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.Read Executive Summary