Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop, and Retain Top Talent

Introduction, by Louis Carter xiii

Acknowledgments xxvii

How to Use This Book xxix

Chapter One: Avon Products, Inc. 1
By Marc Effron

Introduction 2

A Success-Driven Challenge 2

The Turnaround 3

The Talent Challenge 3

Execute on the “What,” Differentiate with “How” 4

From Opaque to Transparent 5

From Complex to Simple 7

From Egalitarian to Differentiated 10

From Episodic to Disciplined 11

From Emotional to Factual 12

From Meaningless to Consequential 13

The Results of a Talent Turnaround 14

Measuring the Talent Turnaround’s Success 15

Chapter Two: Bank of America 17
By Brian Fishel and Jay Conger

Introduction 18

Leadership Development Activities for Executive Leaders 21

Lessons for Designing On-Boarding for Executive Leaders 32

Chapter Three: Corning Incorporated 36
By Richard A. O’leary, Gary Jusela, and Heath N. Topper

Introduction 37

The Business Case for the Accelerated Development of Corning Program Managers 40

The Design Flow: Two Weeks of Experiential Learning with an Interim Period of Coaching and Mentoring 48

Outcomes and Next Steps for Growing the Talent Pipeline of Program Leaders 56

Next Steps 57

Chapter Four: Customer and Enterprise Services (CES) Division 60
By Michael Schecter, John Parker, and Judy Zaucha

Business Background and Challenges 61

The Roots of the CES Transformation: Leadership and Process 62

Diagnosing and Designing the Whole System Transformation: The Leadership Alignment Event 68

Implementing the Whole System Transformation: The Waves 71

Supporting and Reinforcing the Whole System Transformation 77

Evaluation of the CES Whole System Transformation 82

Chapter Five: Ecolab, Inc. 84
By Robert C. Barnett, Michael L. Meyer, Sarah J. Murphy, and Susan M. Metcalf

Introduction 85

Company Background 85

Ecolab’s 2002–2007 Strategic Plan 85

Culture is Critical 87

Ecolab’s Talent Management Philosophy 88

The Ecolab Talent Pipeline 90

The Importance of Individual Development 90

Introducing the Talent Pipeline Model at Ecolab 95

Supporting Successful Implementation 95

Keeping the Pipeline Full 98

Results 100

Conclusion 101

Chapter Six: GE Money Americas 103
By Tammy Grisham and D. Zachary Misko

Introduction 104

Company Background and Environment 104

The Challenge and Approach 105

The Technology 106

Strategy for Sourcing 108

LEAN Methodologies 111

Expansion 113

Conclusion 114

Chapter Seven: Internal Revenue Service 115
By Susan Clayton, Victoria Baugh, And Mathew J. Ferrero

Introduction 116

Company Background and Current Leadership Environment 116

The 21st Century IRS 118

Leadership Succession Planning—The Challenges 121

LSR Website and Infrastructure 126

Results 128

Indicators of Success 131

Evaluation 132

Next Steps 133

Conclusion 134

Chapter Eight: Kaiser Permanente Colorado Region 136
By Margaret Turner

Introduction 137

Design 140

Process 142

Implementation 150

Support and Reinforce 152

Evaluation 153

Next Steps 153

Conclusion 154

Chapter Nine: McDonald’s 155
By James Intagliata and Neal Kulick

Context for Global Talent Management Initiatives 156

Evolution of the Talent Management System: Key Initiatives and Enhancements 159

Overall Summary 175

Chapter Ten: Microsoft Corporation 177
By Shannon Wallis, Brian O. Underhill, and Carter Mcnamara

Introduction 178

What Led Microsoft SMSG to Make the Change 179

Expo Leaders Building Leaders—The New High-Potential Development Experience 179

The Process of Redesigning the High-Potential Development Experience 189

Coaching as a Primary Development Component for HiPo Development in SMSG 191

Learning Circles as a Primary Development Component for HiPo Development in SMSG 199

Conclusion 206

Chapter Eleven: Murray & Roberts Limited 208
By Zelia Soares

Introduction 209

Design and Alignment 214

Implementation 220

Evaluation 223

Summary 224

Chapter Twelve: Porter Novelli 225
By Greg Waldron

Introduction 226

Program Implementation 231

Performance Management System Development 236

Evaluation 239

Chapter Thirteen: Southern Company 241
By Jim Greene

Introduction 242

Background 242

Initial Improvements 243

The Leadership Action Council 246

Competency Model 247

Leadership Assessment 248

Succession Planning 249

Leadership Database 254

Development Activities 254

Evaluation and Lessons Learned 256

Chapter Fourteen: Whirlpool Corporation 258
By Kristen Weirick

Introduction 259

The Business Challenge 259

Design and Approach 260

Evaluation 265

Next Steps 266

Summary 269

Conclusion 271

Epilogue, by William J. Rothwell 288

Index 295

About Best Practice Institute 303

About the Editors 305