Customer Reviews

The Talent Management Handbook: Creating Organizational Excellence by Identifying, Developing, and Promoting Your Best People

5 star:		(8)
4 star:		(1)
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The Talent Management Handbook presents a clear and actionable human resources strategy that is tied to business success measures which are explained in the book.

With great thoroughness, the book integrates the key elements of human resources assessment (performance, potential, competencies, career planning, and succession planning) into a cogent system that can be utilized by both managers and human resources professionals in realizing organization success.

The book provides guidance to readers on the specific actions they need to take to implement key human resources strategies. These actions include training, development, education, career management, and compensation. In a practical way, it outlines the way an organization can cultivate its "best people," protect its incumbents and backups for key positions, and properly allocate its resources.

The book clearly identifies the conditions that will cause turnover, poor morale, and performance problems. Additionally, it shows how diversity can be a crucial part of the human capital plan.

One of the best books on talent management in recent years. An excellent reference work that concisely describes a straightforward, practical approach to the identification, assessment and management of talent in today's competitive business environment. The editors have drawn on a broad knowledge base of professional expertise from top-rated management consultants and leading business practioners in developing this pragmatic , "how-to" guide. Comparable to a first-rate graduate course in organizational development from a premier business school.

This handbook offers valuable and process rich descriptions of how to create a talent management system and how to develop competencies to work within that system for consultants and executives alike. The handbook also provides practical suggestions on creating performance management systems along with several other support tools common to talent management systems including compensation, 360 feedback, training and coaching.

I was really excited to get this book because I thought it was going to walk me through the steps of creating competencies and how to put them into place. The first chapter was great. After that it sort of drags a little. Each chapter is written by a different person or group of people so it is more like an accumulation of articles rather than something that is specifically useful. The information is still good and I am looking forward to finishing the book (almost done), but it definitely has not kept my interest. There are some spelling errors in the book as well, which tend to make it seem like it is not read enough to be considered a reliable resource. It is alright, but don't have the expectation that you will have enough information to implement these systems after reading the book.

A few of the articles are stellar, but many are so-so. Nevertheless, it is very comprehensive covering topics from A to Z, so it is a good reference tool. Definitely for the HR professional, not the line manager.

I purchased this book for a graduate course in Career Development - a definite must-read.

This may very well become the standard reference for Talent Management due to its coverage of all diverse threads that contribute to effective talent management in organizations. As an external HR consultant I find myself referring to it again and again and I've recommended it to several clients who also said the same thing.

Berger and Berger have done an excellent job of putting together this comprehensive reference and the introductory chapter written by Lance Berger simplifies the myriad of activities that collectively constitute talent management. In the second chapter, Lance further develops these concepts into an effective action plan that almost any organization can implement.

I was also quite impressed with the chapter on competencies (Chapter 5) and succession planning in family businesses (chapter 24). The chapter on competencies is a simple, straightforward introduction that will appeal to both the novice and the experienced professional. It covers the basic concepts and presents a step-by-step plan for developing and implementing a competency model in an organization. Edwin Hoover in Chapter 24 (Succession Planning in a Family Business) is a brilliant solution to what is, at best, a thorny issue with several excellent pointers and ideas for overcoming these issues.

I have been searching for some time for a good book on Talent Managment. I was very pleased with this one.

Covers everything you would need to know to create and/or revamp your organization's talent management system. A must-have resource for any HR professional.

This is an outstanding book that succinctly explains a simple and practical approach to the identification, assessment and management of talent in the current, dynamic operating business environment. The book plainly gives advice on how to avoid high staff turnover, poor morale, and poor performance.

Here is a book that not only "tells it like it is," but offers visionary insights into "how it needs to be." The authors ignite the imagination, expand the possibilities, and offer practical strategies any firm can use to effectively develop, retain and utilise talent for the benefit of an organisation and enter the fluid, flexible future. Managers at all levels will cheer the sanity the authors suggest.

The book is written in an easy to follow and understand way that will help you draw career plans that enhance the morale of the workforce and generate and maintain high performance in your organization. It is full of straightforward, efficient, clear techniques for evaluating, planning, and developing top performing employees to ensure that your organization will be a success.