Talent Management: Cases and Commentary

326 Pages·2009·1.63 MB·English

by  Eddie Blass (eds.)

Talent Management
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Talent Management
Cases and Commentary
Edited by
Eddie Blass
Selection and editorial content © Eddie Blass 2009
Individual chapters © contributors 2009
Softcover reprint of the hardcover 1st edition 2009 978-0-230-22419-3
All rights reserved. No reproduction, copy or transmission of this
publication may be made without written permission.
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Any person who does any unauthorized act in relation to this publication
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The authors have asserted their rights to be identified
as the authors of this work in accordance with the Copyright, Designs
and Patents Act 1988.
First published 2009 by
PALGRAVE MACMILLAN
Palgrave Macmillan in the UK is an imprint of Macmillan Publishers Limited,
registered in England, company number785998, of Houndmills, Basingstoke,
Hampshire RG21 6XS.
Palgrave Macmillan in the US is a division of St Martin’s Press LLC,
175 Fifth Avenue, New York, NY 10010.
Palgrave Macmillan is the global academic imprint of the above companies
and has companies and representatives throughout the world.
Palgrave® and Macmillan® are registered trademarks in the United States,
the United Kingdom, Europe and other countries.
ISBN 978-1-349-30916-0 ISBN 978-0-230-23352-2 (eBook)
DOI 10.1057/9780230233522
This book is printed on paper suitable for recycling and made from fully
managed and sustained forest sources. Logging, pulping and manufacturing
processes are expected to conform to the environmental regulations of the
country of origin.
A catalogue record for this book is available from the British Library.
Library of Congress Cataloging-in-Publication Data
Talent management : cases and commentary / edited by Eddie Blass.
p. cm.
Includes bibliographical references and index.
1. Personnel management–Case studies. 2. Knowledge management–
Case studies. 3. Intellectual capital–Case studies. 4. Human capital–
Case studies. 5. Organizational effectiveness–Case studies. I. Blass, Eddie.
HF5549.T197 2009
658.3–dc22 2008041039
10 9 8 7 6 5 4 3 2 1
18 17 16 15 14 13 12 11 10 09
Contents
List of Tables and Figures vii
Notes on Contributors viii
Acknowledgements x
Chapter 1 Introduction 1
Chapter 2 A Map of the Territory between HRM and Talent 8
Management
Eddie Blass, Sarah N. Brockhoff and Fabio G. Oliveira
Chapter 3 Defining Talent 24
Chapter 4 Case Study of Accenture Human Performance 37
Practice UK
Marcus Powell
Chapter 5 Case Study of Mills & Reeve 51
Marion Devine
Chapter 6 Case Study of Grant Thornton 66
Elizabeth Braiden
Chapter 7 Case Study of Anonymous Company ‘Banco’ 78
Angelita Orbea
Chapter 8 Developing Talent 90
Chapter 9 Case Study of Anonymous Company ‘MotorCo’ 100
Angelita Orbea
Chapter 10 Case Study of UnitedHealth Europe 110
Marion Devine
Chapter 11 Case Study of B&Q Retailers 125
Elizabeth Braiden
Chapter 12 Case Study of M&G 139
Alex Poppleton
Chapter 13 Systems and Structures to Support Talent Management 154
Chapter 14 Case Study of Lloyds TSB 163
Ann Knights
v
vi Contents
Chapter 15 Case Study of the Malmaison Hotel Group 184
Marion Devine
Chapter 16 Case Study of Network Rail 200
Marion Devine
Chapter 17 Case Study of Ipsen Pharmaceuticals 216
Elizabeth Braiden
Chapter 18 The Public Sector – A Special Case? 227
Marion Devine and Eddie Blass
Chapter 19 Case Study of the Metropolitan Police 237
Marion Devine
Chapter 20 Case Study of the National Probation Service 255
Elizabeth Braiden
Chapter 21 Case Study of the Public Sector Competitive Model 268
Chapter 22 Applying the Learning to SMEs 279
Chapter 23 Conclusions and Unresolved Issues 285
References 296
Index 301
List of Tables and Figures
Tables
2.1 Difference in Operationalism of HRM according to Talent 19
Management Perspective
14.1 Aims for Talent Management at Each Level of Lloyds TSB 167
Group
Figures
2.1 Mapping the Talent Management (TM) Territory 22
11.1 9 Box Model used at B&Q 127
14.1 The Lloyds TSB Group Structure 164
14.2 Framework for Group Talent Management in Lloyds TSB 168
14.3 PPM Grid 169
vii
Notes on Contributors
Eddie Blass combines her role as a Senior Lecturer in Professional Learning
at University of Hertfordshire with associate work at Ashridge and was the
lead researcher in the Talent Management research project. She is well pub-
lished in the fields of professional learning and HRD, and specialises in
futures studies and what this means for organisations’ development.
Elizabeth Braiden has more than 10 years’ experience in talent manage-
ment, including working with organisations to develop HR actions to
deliver organisation strategies. Her work includes identifying critical com-
petencies, designing and running development centres,especially culturally
neutral ones (based on both specific exercises and business simulations), and
designing accelerated development processes to meet individual needs.
Sarah N. Brockhoffholds a double BA (Hons) in (International) Business
Administration from the University of Hertfordshire and the HTW des
Saarlandes (Germany). In 2007, she completed a MSc in Strategic Marketing
from the University of Hertfordshire with a Distinction. Sarah, an Associate
Member of the Market Research Society, has been working in Market
Research since 2006.
Marion Devine is an independent business writer and an Associate of
Ashridge. Specialising in applied research, she is the author of 12 books
and research reports in various areas of strategic HRM and corporate
transformation.
Ann Knights is a Business Director with Ashridge Consulting and the
Ashridge Centre for Coaching. Her practice combines research into the field
of talent development with organisational consulting aimed at helping
clients to achieve high levels of personal, team and organisational perfor-
mance. Often Ann has worked with organisations undergoing significant
change to their business working with leaders and influencers to develop
their capacity to lead and support change.
Fabio G. Oliveira has been working in marketing and sales for 13 years
in key positions in companies in Brazil and UK. He holds a BA (Hons),
an MBA and a MSc Strategic Marketing from the University of Hertfordshire.
He currently works as a Marketing Lecturer and Researcher in the University
of Hertfordshire. His research interests vary from entrepreneurship to Internet
Marketing.
viii
Notes on Contributors ix
Angelita Orbea is an Organisational Consultant at Ashridge Consulting.
The pillars of Angelita’s work are supporting personal development and
awakening capabilities to engage in co-creative processes that lead organ-
isations to transform and evolve in order to successfully achieve their goals.
Angelita works mostly with large complex organisations in the areas of
Leadership Development and Organisational Change. Before moving to
Europe, Angelita worked both in Marketing of FMCG and in Organisational
Development in Latin America.
Alex Poppleton is an organisational consultant and executive coach
working at Ashridge Consulting and as an independent consultant over the
last ten years, working with a range of clients from blue-chip multi-nationals
to not for profit sector. She began her consulting career at KPMG after
working in investment banking for HSBC. The focus of her work is to help
organisations find the best ways of working with their people to achieve
above and beyond their desired aims and ambitions, particularly working in
complex environments.
Marcus Powell is an Associate of Ashridge Consulting having worked in a
variety of roles in large retailing organisations. His main areas of interest
include organisational values and ethics, sustainable behavioural change,
coaching of teams and individuals, engagement of teams in organisations,
leadership development and teamwork. Marcus has a wealth of experience
in coaching senior executives and board members through periods of
significant organisational change.