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.

Download

You May Also be Interested in

July 18th 2018

'Star Performers': Worth the Investment?

A critical business advantage of investing in good resourcing practices is that these practices help businesses to predict tomorrow’s star performers. Why are star performers so valuable to a business?

  • Tags
  • Talent
  • Performance Management & Engagement
Read Article

July 9th 2018

Executive Summary: Resourcing - How HR's Core Competence is Evolving

Finding, developing and retaining the talent needed to execute strategy is a key business priority, and is an area where HR can make a substantial strategic contribution. Competition for top talent remains strong and companies are required to be more inventive in developing resourcing strategy. Access the executive summary of CRF's research - 'Resourcing - How HR's Core Competence is Evolving' - to discover key findings and recommendations.

  • Tags
  • Talent
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.

  • Tags
  • Talent
  • People Strategy
  • HR & Organisation Effectiveness
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?

  • Tags
  • Talent
View Presentation

May 16th 2012

Talent in John Lewis Partnership

Discover the talent philosophy behind John Lewis Partnership.

  • Tags
  • Talent
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.

  • Tags
  • Talent
  • Performance Management & Engagement
Read Executive Summary