Strategy-Driven Talent ManagementOrganizations today understand that superior

talent can create competitive business advantage.

Executives are working with human resource

managers and talent professionals to signifi cantly

improve their organization’s ability to attract, develop,

deploy, and retain the talent needed to achieve the

organization’s strategies. Effective CEOs and senior

leaders are realizing that strong talent resources are as

critical to business success as fi nancial resources.

This book in the SIOP Professional Practice Series

provides an up-to-date review and summary of current

and leading-edge talent management practices in

organizations. A comprehensive book, Strategy-Driven

Talent Management brings together an outstanding

group of leading practitioners who present state-of-

the-art ideas, best practices, and guidance on how

to recruit, select, assimilate, develop, and retain

exceptional talent and integrate talent management

efforts with organizational strategy. Written for human

resource professionals, industrial-organizational

psychologists, and corporate executives, this key

resource is a clear must-read guide to the emerging

fi eld of strategic talent management.

Strategy-Driven Talent Management

• shows how to build competitive advantage

through an integrated and strategic talent

management program

• summarizes what it takes to attract, develop,

deploy, and retain the best talent for the strategic

needs of an organization

• reviews critical issues such as managing talent

in global organizations and measuring the

effectiveness of talent management programs

• includes case examples and CEO interviews

from leading-edge companies such as PepsiCo,

Microsoft, Home Depot, Cargill, and Allstate,

which reveal how each of these organizations

drives talent management with their business

strategies

Ben E. Dowell is an independent tal-

ent management consultant. He was

vice president of talent management

for the Bristol-Myers Squibb Company.

His experience spans 30 years primar-

ily working within companies to align

talent management actions, systems, and processes

with the strategic needs of the enterprise. Dr. Dowell

specializes in talent management processes for senior

leaders including succession planning and manage-

ment, executive selection, and executive coaching.

The Society for Industrial and Organizational

Psychology (SIOP) is a 4,000-member Division

within APA. The Professional Practice Series provides

practitioners and students with guidance, insights,

and advice on how to apply the concepts, research

fi ndings, methods, and tools from I-O psychology to

address human-capital issues in organizations.

Rob Silzer is the managing director of

HR Assessment and Development, Inc.

For more than twenty-fi ve years he has

consulted with managers, HR profes-

sionals, executives, and CEOs from

more than 150 organizations. Dr. Silzer

specializes in executive and management leadership,

assessment, selection, coaching, and development,

and in strategically driven HR systems. He is editor of

The 21st Century Executive: Innovative Practices for

Building Leadership at the Top and co-editor with

Richard Jeanneret of Individual Psychological Assess-

ment: Predicting Behavior in Organizational Settings.

www.josseybass.comJoin Us atJosseybass.com

Register at www.josseybass.com/emailfor more information on our publications,authors, and to receive special offers.

HUMAN RESOURCESStrategy-Driven Talent Management

SilzerDowelleditors

This essential must-have HR resource offers insight

into the future of strategic talent management, an

extensive annotated bibliography and suggestions for

preparing the next generation of organizational leaders.

“Silzer and Dowell’s Strategy-Driven Talent Management provides a

comprehensive overview of the different elements of the best talent

management processes used in organizations today. This is a valuable

resource for leaders and managers, HR practitioners and anyone involved

in developing leadership talent.”

—Ed Lawler, Professor, School of Business, University of Southern

California

“Talent is the key to successful execution of a winning business strategy.

Strategy-Driven Talent Management by Silzer & Dowell provides a

thorough and very practical guide to building and managing talent based

on the strategic needs of the organization. Business leaders will fi nd this

an excellent resource with many interesting examples and best practices

from leading companies.”

—Herbert L. Henkel, Chairman and Chief Executive Offi cer, Ingersoll Rand

“Thanks to Strategy-Driven Talent Management, we can move from an

attractive idea of talent management to practices that deliver. This book

brings the work of practitioners—the people who are inventing, crafting,

and shaping the fi eld of talent management—to the forefront. Their

collective experiences and insights will certainly enrich your own research

and practice.”

—Cynthia McCauley, PhD, Senior Fellow, Center for Creative Leadership

“It is exciting to see that Rob Silzer and Ben Dowell have given us the

state of the art in 2010 of integrating human resource issues into strategic

management. This volume is a must read for human resource and line

leaders alike. The journey is far from over, but this volume of work will

chart the course for further progress.”

—Noel Tichy, Professor, Management and Organizations, University of

Michigan, Ross School of Business

Praise for Strategy-Driven Talent Management(Continued from front flap)

Cover images © iStock

(Continued on back flap)

Professional PracticeS E R I E S

T H E

Rob SilzerBen E. DowellEDITORS

A Leadership Imperative

A Publication of the Society for Industrial and Organizational Psychology

Strategy-Driven Talent Management

The Editors

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Strategy-Driven Talent Management

Join Us atJosseybass.comJo

Register at www.josseybass.com/email for more information on our publications,authors, and to receive special offers.

ffirs.indd iffirs.indd i 10/1/09 9:25:00 AM10/1/09 9:25:00 AM

The Professional Practice Series

The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative, and relevant to organizational practice. The volumes in the Professional Practice Series are guided by fi ve tenets designed to enhance future organizational practice:

1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guide-

lines, principles, and lessons learned that can shape and guide practice

3. Showcase the application of industrial and organizational psychol-ogy to solve problems

4. Document and demonstrate best industrial and organizational-based practices

5. Stimulate research needed to guide future organizational practice

The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, fi ndings, methods, and tools derived from industrial and organizational psychology to solve human-related organizational problems.

ffirs.indd iiffirs.indd ii 10/1/09 9:25:01 AM10/1/09 9:25:01 AM

Previous Professional Practice Series volumes include:

Published by Jossey-Bass

Customer Service DeliveryLawrence Fogli, Editor

Employment Discrimination LitigationFrank J. Landy, Editor

The Brave New World of eHRHal G. Gueutal, Dianna L. Stone, Editors

Improving Learning Transfer in OrganizationsElwood F. Holton III, Timothy T. Baldwin, Editors

Resizing the OrganizationKenneth P. De Meuse, Mitchell Lee Marks, Editors

Implementing Organizational InterventionsJerry W. Hedge, Elaine D. Pulakos, Editors

Organization DevelopmentJanine Waclawski, Allan H. Church, Editors

Creating, Implementing, and Managing Effective Training and DevelopmentKurt Kraiger, Editor

The 21st Century Executive: Innovative Practices for Building Leadership at the TopRob Silzer, Editor

Managing Selection in Changing OrganizationsJerard F. Kehoe, Editor

ffirs.indd iiiffirs.indd iii 10/1/09 9:25:01 AM10/1/09 9:25:01 AM

Evolving Practices in Human Resource ManagementAllen I. Kraut, Abraham K. Korman, Editors

Individual Psychological Assessment: Predicting Behavior in Organizational SettingsRichard Jeanneret, Rob Silzer, Editors

Performance AppraisalJames W. Smither, Editor

Organizational SurveysAllen I. Kraut, Editor

Employees, Careers, and Job CreatingManuel London, Editor

Published by Guilford Press

Diagnosis for Organizational ChangeAnn Howard and Associates

Human Dilemmas in Work OrganizationsAbraham K. Korman and Associates

Diversity in the WorkplaceSusan E. Jackson and Associates

Working with Organizations and Their PeopleDouglas W. Bray and Associates

ffirs.indd ivffirs.indd iv 10/1/09 9:25:01 AM10/1/09 9:25:01 AM

The Professional Practice Series

SERIES EDITORSAllan H. Church

PepsiCo Inc.

Janine WaclawskiPepsi-Cola North America

EDITORIAL BOARDTimothy T. Baldwin

Indiana University, Bloomington

Wayne F. CascioUniversity of Colorado

Kenneth P. De MeuseUniversity of Wisconsin, Eau Claire

Jerry W. HedgePersonnel Decisions Research Institute, Inc.

Catherine HiggsAllstate Insurance Company

Kenneth PearlmanLucent Technologies

James W. SmitherLaSalle University

Scott I. TannenbaumState University of New York, Albany

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To the innovators and seekers who see possibilities and have the courage to challenge the status quo to pursue them

—R.F.S.

To my wife, Viki, who has been my understanding partner for over forty years; my daughter, Meggan, who brings me

joy every day; and my grandsons, Ben and Quinn, who are the future

—B.E.D.

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Strategy-Driven Talent ManagementA Leadership Imperative

Rob Silzer and Ben E. Dowell,

Editors

Foreword by Allan H. Church and

Janine Waclawski

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Copyright © 2010 by John Wiley & Sons, Inc. All rights reserved.

Published by Jossey-BassA Wiley Imprint989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax 201-748-6008, or online at www.wiley.com/go/permissions.

Readers should be aware that Internet Web sites offered as citations and/or sources for further information may have changed or disappeared between the time this was written and when it is read.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifi cally disclaim any implied warranties of merchantability or fi tness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profi t or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Jossey-Bass books and products are available through most bookstores. To contact Jossey-Bass directly call our Customer Care Department within the U.S. at 800-956-7739, outside the U.S. at 317-572-3986, or fax 317-572-4002.

Jossey-Bass also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books.

Library of Congress Cataloging-in-Publication Data Strategy-driven talent management: a leadership imperative/edited by Rob Silzer and Ben E. Dowell; with foreword by Allan H. Church and Janine Waclawski.—1st ed. p. cm. Includes bibliographical references and index. ISBN 978–0–7879–8847–0 (cloth) 1. Personnel management. 2. Leadership. 3. Employees—Recruiting. I. Silzer, Robert Frank. II. Dowell, Ben E., 1947- HF5549.S888 2009 658.3—dc22 2009020126

Printed in the United States of Americafi rst editionHB Printing 10 9 8 7 6 5 4 3 2 1

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ix

Contents

Figures, Tables, and Exhibits xiii

Foreword xvii

Preface xxi

The Editors xxix

The Contributors xxxi

PART ONE: General Frameworks

1 Strategic Talent Management Matters 3Rob Silzer, Ben E. Dowell

2 Building Competitive Advantage Through Integrated Talent Management 73Marcia J. Avedon, Gillian Scholes

PART TWO: Key Practices

3 Building the Talent Pipeline: Attracting and Recruiting the Best and Brightest 123Leslie W. Joyce

4 Ropes to Skip and the Ropes to Know: Facilitating Executive Onboarding 159Seymour Adler, Lorraine Stomski

5 Identifying and Assessing High-Potential Talent: Current Organizational Practices 213Rob Silzer, Allan H. Church

6 Developing Leadership Talent: Delivering on the Promise of Structured Programs 281Jay A. Conger

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7 Developing Leadership Talent Through Experiences 313Paul R. Yost, Mary Mannion Plunkett

8 Changing Behavior One Leader at a Time 349Sandra L. Davis, Robert C. Barnett

9 Managing Leadership Talent Pools 399Ben E. Dowell

10 Employee Engagement: A Focus on Leaders 439Jeff Schippmann

PART THREE: Critical Issues

11 Building Functional Expertise to Enhance Organizational Capability 463Suzan McDaniel, Erika D’Egidio

12 Managing and Measuring the Talent Management Function 503John C. Scott, Steven G. Rogelberg, Brent W. Mattson

13 Managing Talent in Global Organizations 549Thomas Ruddy, Pooja Anand

14 Managing Talent in China 595Elizabeth Weldon

PART FOUR: Different Perspectives

15 Take the Pepsi Challenge: Talent Development at PepsiCo 617Allan H. Church. Janine Waclawski

16 Integrated Talent Management at Microsoft 641Paul R. Yost

17 They Can Do It! You Can Help! A Look at Talent Practices at The Home Depot 655Leslie W. Joyce

18 Allstate’s “Good Hands” Approach to Talent Management: An Interview with Ed Liddy and Joan Crockett 669John W. Boudreau

x Contents

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Contents xi

19 A View from the Top on Talent Management: An Interview with Warren Staley, Recently Retired CEO of Cargill Incorporated 699Sandra L. Davis

20 Chief Human Resource Offi cer Perspectives on Talent Management 711Marcia J. Avedon, Stephen Cerrone, Mirian Graddick-Weir, Rob Silzer

PART FIVE: Future Directions for Practice and Research

21 Building Sustainable Talent Through Talent Management: Benefi ts, Challenges, and Future Directions 745Rob Silzer, Ben E. Dowell

22 Critical Research Issues in Talent Management 767Rob Silzer

23 Talent Management: An Annotated Bibliography 781Rob Silzer, Joshua B. Fyman

Name Index 823

Subject Index 835

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xiii

FIGURES, TABLES, AND

EXHIBITS

Figures 1.1 Talent Management Framework 21 1.2 Talent Management Model 22 1.3 Strength of Talent Management Links 29 2.1 The Stages of Talent Management 81 2.2 Excerpt from the Ingersoll Rand

Leader/Manager Index 94 2.3 Talent Stewardship Model 96 2.4 Development as a Three-Way Partnership 103 2.5 Planning Optimal Development Assignments 105 2.6 Customized Talent Management 111 4.1 Socialization as a Multiphase Process 170 4.2 Five-Stage Onboarding Process 173 4.3 Onboarding Program Metrics 197 8.1 A Model of Individual Leader Change 365 9.1 Placement of Talent Reviews in the Annual

Planning Cycle 400 9.2 The Talent Review Cycle 40111.1 Model for Building Functional Expertise 47313.1 Business Strategy Competency Planning Matrix 55313.2 Talent Nine-Box Grid 56315.1 PepsiCo Career Growth Model 62015.2 Talent Management Model 62315.3 Sample People Planning Process 62615.4 Sample People Planning Template Page 62918.1 Allstate’s Transition to New Critical Success Factors 684

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