Building Business Value Through Talent : The CEO and CHRO Partnership Guide

Cover -- BUILDING BUSINESS VALUE THROUGH TALENT -- Endorsements -- BUILDING BUSINESS VALUE THROUGH TALENT: The CEO and CHRO Partnership Guide -- Copyright -- CONTENTS -- LIST OF FIGURES -- LIST OF TABLES -- ABOUT THE AUTHORS -- Dedication -- CHAPTER SUMMARIES -- INTRODUCTION -- THE FUTURE OF HR? IT ISN'T WHAT YOU THINK -- Who Moved My Table? -- A New HR Model -- Key Requirements: Strategy, Leadership, Process -- Overinvesting in Critical Talent -- Who Will Lead the New Model? -- 1. Important Instructions: At the Intersection of Talent and Market Value -- Algorithm in Action: Using Intellectual Capital to Evaluate Companies -- 2. Features at a Glance: Strategic Talent Function and Tools -- Workforce Planning -- Identify and Acquire -- Develop -- Manage Performance -- Compensate and Reward -- Manage Employment Brand -- Target Audience - The Human Capitalist Investor -- The Science Behind Employment Branding -- Executing an Employment Branding Project -- Caution: Chapter 2 Concluding Thoughts - Prerequisites for Installing the HR Operating Model -- HR Capability -- HR Function Mindset -- Linking HR Work to ROI -- 3. Installation: How to Start or Restart the Strategic HR Function -- 4. Controls: The Most Important Facets of the HR Operating Model and How They Can Be Monitored -- Two Types of HR Metrics -- Knowing Quality When We See It -- 5. Changing the Filter: Refreshing the HR Operating Model Over Time -- Internal -- External -- Critical versus Supporting Roles Designations -- Scenario 1 -- Scenario 2 -- Word of Caution on Using Recruitment Outsourcing Firms -- 6. Care and Maintenance: Actions Taken Periodically to Keep the HR Operating Model in Good Working Order -- Mix of People, Process, and Technology in the HR Function -- People -- Fixing the Foundation with Competencies -- The Talent Advisor: What Will It Take to Get There? -- Process.