The Talent Management Handbook*

Creating a Sustainable Competitive Advantage by Selecting, Developing & Promoting the Best People

The Definitive Guide to Finding, Developing, and Keeping the Best Talent.

The most comprehensive book of its kind, The Talent Management Handbook, has become the go-to resource for HR professionals, CEOs, and business leaders who want to take the lead in building a diverse, talented, and motivated workforce. Each section of this book offers state-of-the-art processes, step-by-step practical management tools and techniques, and up-to-the-minute resources that will equip you to:

  • ​Discover and develop new talent
  • Inspire, coach, and train future leaders
  • Reward and retain the best people
  • Plan and realize a culture of organizational excellence

Featuring breakthroughs and "best practices" from more than 30 leading global talent management firms-- Accenture, Center for Creative Leadership, Hay Group, Heidrick and Struggles, Human Capital Institute, Korn/Ferry International, Mercer, PricewaterhouseCoopers, Right Management, Sibson Consulting, Towers Watson, and others--The Talent Management Handbook is a complete, all-in-one program designed to help you place the best people in the most critical jobs to assemble the building blocks of organizational excellence and create value--one person at a time.

Based on years of research, hundreds of global consultations, and the stellar contributions of top industry leaders, The Talent Management Handbook is the most authoritative guide on the market for finding and utilizing the best people. Now in its second edition, this book includes the most innovative ideas and the latest tools, processes, and technologies available to help you launch a complete, fully functioning talent management program that will drive you and your workforce to the top.

Filled with key insights from renowned HR thought leaders and CEOs, The Talent Management Handbook shows you how to:

  • Attract new talent and keep the "Superkeepers"
  • Design career plans that boost employee morale and support organization needs
  • Improve performance through a personal value exchange
  • Coach, develop, and inspire raw talent and prepare the CEOs of the future
  • See positive results with smarter performance reviews
  • Create a culture of innovation and sustainability

In these pages there is a wealth of information on a wide range of subjects, including employee compensation, onboarding, leadership competencies, and engagement programs. Discover firsthand how top HR thought leaders like Dave Ulrich, Marshall Goldsmith, Richard Boyatzis, Marc Effron, Beverly Kaye, Andy Pellant, William Rothwell, William Schiemann, Doris Sims, Allan Schweyer, Kay Thorne, Dick Grote and Kevin Wilde have achieved amazing results. And learn how expanding global markets are affecting the development of talent and teams all across the world.

It takes a top-notch workforce to make a company succeed. This definitive guide gives you all you need to enable your organization's people to do their best.


The Talent Management Handbook helps organizations drive and sustain excellence by proactively using talent management processes to create a culture for success. Based on our research, consulting assignments, and the input of this book’s preeminent contributors, we conclude that the core talent management framework required for creating a culture for success consists of three elements. These are:

  • A talent management creed composed of a widely publicized set of core principles, values, and mutual expectations that mutually guides the behavior of an organization and its people. Collectively, the stated principles depict the type of culture an organization strives to create to achieve its unique portrait for success. The principles of the creed are embedded into both its talent management strategy and in its talent management system through incorporating its doctrines into selection criteria, competency definitions, performance criteria, and internal selection and development processes, and all other human resources policies and programs.
  • A talent strategy makes explicit the types of people in whom the organization will invest. The highest investments are rooted in the organization’s talent creed and each person’s potential for contributing to organizational success now and in the future.
  • A talent management system consists of a set of procedures, systems, and processes that translate an organization’s talent creed and strategy into a diagnostic and implementation program for investing in the people who exemplify the culture that will achieve organization excellence.

This book is organized into six parts. The chapters are arranged to provide readers with a logical path to creating the talent management framework described above.

Part I establishes the talent management framework. It shows how the different elements of a creed, talent strategy, and the building blocks of a talent management system are integrated into a unified approach that creates and sustains organizational excellence. The building blocks represent assessment tools rooted in the organization’s creed that include competencies, performance appraisal, potential forecast, and succession and career planning. The building blocks enable the organization to classify its employees based on actual and potential contribution to organizational success and to suggest the types of investment needed to enhance individual contribution.

Part II describes the types of investments an organization must make to assure that its human resources can perform at the highest competitive levels now and in the future based on the assessment of its people. This section covers the use of training, development, coaching, mentorship, and leadership within a talent management plan. Together Parts I and II provide critical input to helping an organization attract, select, retain, and engage its people.

Part III presents approaches that are used to allocate financial rewards to employees based on their actual and potential contribution to employee success.

Part IV links talent management, culture, and business excellence. It describes how organization philosophies, beliefs, and values establish the parameters that govern the selection, development, and advancement of the people who shape the culture for success that drives business excellence. They include elements such as: ethics, sustainability, diversity, engagement, innovation, and creativity.

Part V covers a diverse collection of critical topics that include defining the link between business planning and talent management, workforce analysis, and recruitment, outplacement, and information systems that complement other talent management processes.

Part VI encourages the reader to be imaginative in approaching the unique talent management requirements of their organization. It includes ways to use a people "equity framework" to rethink talent management, use novel "collaborative approaches to marshall talent," "consider the global state of talent management," "deploy a special model for talent manager excellence," and use talent management "leadership" to drive success in the government.

Click here to preview Chapter 1


Part I:

Creating a Talent Management Program for Organization Excellence​

Chapter 1

Designing and Assembling the Building Blocks for Organization Excellence: The Talent Management Model
Lance A. Berger and Dorothy R. Berger

BUILDING BLOCK 1. Competency Assessment

Chapter 2

Formulating Competencies
Murray M. Dalziel, Ph.D.

Chapter 3

Fundamentals of Competency Modeling
Kim E. Ruyle and J. Evelyn Orr

Chapter 4

Creating the Workforce of the Future: Projecting and Utilizing New Competencies
Ron Garonzik, Ph.D. and John B. Larrere

BUILDING BLOCK 2. Performance Appraisals

Chapter 5

Designing a Performance Appraisal for Driving Organization Success
Dick Grote

Chapter 6

Performance Measurement for All Employees
Mark Graham Brown

Chapter 7

Conducting Performance Reviews that Improve the Quality of Your Talent Base
David Insler and Angelita Becom

Chapter 8

Appraising Executive Talent
James F. Reda

Chapter 9

Selecting the Right Performance Appraisal
Martin G. Wolf, Ph.D.

Chapter 10

Improving Performance through the Employee Value Exchange
Jim Kochanski and J.P. Elliott

BUILDING BLOCK 3. Succession and Career Planning

Chapter 11

Integrating Succession Planning and Career Planning
William J. Rothwell, Ph.D.

Chapter 12

Determining Every Employee's Potential for Growth
Murray M. Dalziel, Ph.D.

Chapter 13

Designing a Succession Planning Program
Doris Sims

Chapter 14

Practical Discussions for Sweet Success
Kevin D. Wilde

Chapter 15

Career Development: Encompassing All Employees
Beverly Kaye, Ph.D., Joyce Cohen, and Beverly Crowell

Chapter 16

CEO Succession Planning
Marshall Goldsmith

Chapter 17

Ensuring CEO Succession Agility in the Boardroom
Dennis Carey, Marc Feigen, and Kevin Cashman

Part II:

Formulating Coaching, Training, and Development Approaches that Drive Talent Management Processes

Chapter 18

Training and Development: A New Context for Learning
Dale E. Kunneman, Francesco Turchetti, Sharon L. Cresswell, and Catherine M. Sleezer

Chapter 19

Developing Your Workforce: Measurement Makes a Difference
Jack J. Phillips, Ph.D., and Lisa Ann Edwards

Chapter 20

Developing Top Talent: Guiding Principles, Methodology, and Practices Considerations
Karol M. Wasylyshyn, Psy.D.

Chapter 21

Coaching for Sustained, Desired Change: Building Relationships and Talent
Richard E. Boyatzis, Ph.D. Melvin L. Smith, Ph.D., and Ellen Van Oosten

Chapter 22

Developing Leadership Competencies through 360-Degree Feedback and Coaching
RJohn W. Fleenor, Sylvester Taylor, and Craig Chappelow

Chapter 23

Using 360-Degree Feedback for Talent Development
Michael Haid

Chapter 24

Succession Planning in Family Businesses
Deb Jacobs and Mayra Hernandez

Chapter 25

Integrating Coaching, Training, and Development with Talent Management
Kaye Thorne

Part III:

Making Compensation an Integral Part of Your Talent Management Program

Chapter 26

Driving Success through Differentiation: Compensation and Talent Management
Andrew S. Rosen and Jodi L. Starkman

Chapter 27

Rewarding Your Top Talent
Mel Stark and Mark Royal

Chapter 28

Using Long-Term Incentives to Retain Top Talent
Paul Conley and Dan Kadrlik

Chapter 29

Fostering Employee Involvement and Engagement through Compensation and Benefits
Gerald E. Ledford, Jr., Ph.D.

Part IV:

Using Talent Management Processes to Drive Cultures of Excellence Theme 1: Using Talent Management Techniques to Drive Culture

Chapter 30

Establishing a Talent Management Culture
David C. Forman

Chapter 31

Linking Culture and Talent Management
Andy Pellant

Chapter 32

Creating a Culture of Success: What Every CEO Needs to Know
Owen Sullivan

Chapter 33

Using Onboarding as a Talent Management Tool
David Lee

Chapter 34

Employee Engagement and Talent Management
Deborah Schroeder-Saulnier

Theme 2: Targeting Cultures that Create Competitive Advantage for Your Organization

Chapter 35

Crafting a Culture of Creativity and Innovation
Fredericka K. Reisman, Ph.D., and Theodore A. Hartz, MBA

Chapter 36

Building a Sustainability Culture through Employee Engagement
Max Caldwell and Denise Fairhurst

Chapter 37

Unleashing Talent in Service of a Sustainable Future
Jeana Wirtenberg, Ph.D.

Chapter 38

The Role of Ethics in Talent Management: How Organizations Ought to Behave
Stephen F. Hallam, Ph.D., and Teresa Alberte Hallam, Ph.D

Chapter 39

Collaboration: Getting the Most Out of Informal Connections
Robert J. Thomas and Yaarit Silverstone

Theme 3: Making Diversity Part of Your Competitive Advantage

Chapter 40

Creating Competitive Advantage through Cultural Dexterity
Reginald F. Butler

Chapter 41

Building a Reservoir of High Performance and High Potential Women
Molly Dickinson Shepard and Nila G. Betof, Ph.D.

Part V:

Using Talent Analysis and Planning Techniques to Enhance Your Talent Management Program

Chapter 42

Multiplying Talent for High Performance
David Smith and Elizabeth Craig

Chapter 43

Workforce Planning: Connecting Business Strategy to Talent Strategy
Ed Newman

Chapter 44

Using Workforce Planning as Part of a Talent Management Program
Robert Conlon, E. Michael Norman, and Aaron Sorensen, Ph.D.

Chapter 45

New Tools for Talent Management: The Age of Analytics
Haig R. Nalbantian and Jason Jeffay

Chapter 46

The Role of Line Managers in Talent Planning
Rick Lash, Ph.D. and Tom McMullen

Chapter 47

Making Recruitment Part of Your Talent Management Process
Randy Jayne

Chapter 48

Making Outplacement Part of Your Talent Strategy
Tony Santora and Melvin Scales

Chapter 49

Developing Talent Management Information Systems
Craig M. Berger

Chapter 50

Implementing an Automated Talent Management System
Guy Gauvin

Part VI:

Innovative Thinking that Can Shape Your Organization's Approach to Talent Management

Chapter 51

Rethinking Talent Management Using a People Equity Framework
William A. Schiemann

Chapter 52

Marshalling Talent: A Collaborative Approach to Talent Management
Dave Ulrich, Ph.D., and Michael Ulrich

Chapter 53

The Global State of Talent Management
David C. Forman

Chapter 54

A Model for Talent Manager Excellence
Jim Shanley

Chapter 55

Talent Management Leadership in Government
Allen Zeman, Ph.D., Anne Kelly, and Allan Schweyer


Angelita Becom, Senior Consultant, Sibson Consulting, Raleigh, North Carolina (Chapter 7)

Craig M. Berger, Director of Education, Society for Environmental and Graphic Design, Washington, DC (Chapter 49)

Dorothy R. Berger, Partner, Lance A. Berger & Associates, Ltd., Bryn Mawr, Pennsylvania (Chapter 1)

Lance A. Berger, Managing Partner, Lance A. Berger & Associates, Ltd., Bryn Mawr, Pennsylvania (Chapter 1)

Nila G. Betof, Ph.D., Chief Operating Officer, The Leader's Edge, Bala Cynwyd, Pennsylvania (Chapter 41)

Richard E. Boyatzis, Ph.D., Professor in the Departments of Organizational Behavior, Psychology, and Cognitive Science, Case Western Reserve University, Cleveland, Ohio (Chapter 21)

Mark Graham Brown, President, Mark Graham Brown & Associates, Manhattan Beach, California (Chapter 6)

Reginald F. Butler, Cultural Transformation Services Managing Director, PricewaterhouseCoopers LLP, Tampa, Florida (Chapter 40)

Max Caldwell, Managing Director, Towers Watson, New York, New York (Chapter 36)

Dennis Carey, Vice Chairman, Korn/Ferry International, Scottsdale, Arizona (Chapter 17)

Kevin Cashman, Senior Partner, Korn/Ferry Leadership and Talent Consulting, Minneapolis, Minnesota (Chapter 17)

Craig Chappelow, Global Portfolio Manager, Assessments, Center for Creative Leadership, Greensboro, North Carolina (Chapter 22)

Joyce Cohen, Senior Consultant, Career Systems International, Sherman Oaks, California (Chapter 15)

Paul Conley, Consultant, Towers Watson, Minneapolis, Minnesota (Chapter 28)

Robert Conlon, Senior Vice President, Sibson Consulting, Chicago, Illinois (Chapter 44)

Elizabeth Craig, Research Fellow, Accenture, Boston, Massachusetts (Chapter 42)

Sharon L. Cresswell, Talent Management: Competencies and Curriculums, Baker Hughes Corporate, Houston, Texas (Chapter 18)

Beverly Crowell, Senior Consultant, Career Systems International, Sherman Oaks, California (Chapter 15)

Murray M. Dalziel, Ph.D., Professor of Management and Director, University of Liverpool Management School, Liverpool, England (Chapters 2 and 12)

Lisa Ann Edwards, Senior Director for Talent Management, Corbis, Seattle, Washington (Chapter 19)

Marc Effron, President, The Talent Strategy Group, New York, New York (Chapter 54)

JP Elliott, Senior Consultant, Sibson Consulting, Los Angeles, California (Chapter 10)

Denise Fairhurst, Senior Consultant, Towers Watson, New York, New York (Chapter 36)

Marc Feigen, Founder, Feigen & Company, New York, New York (Chapter 17)

John W. Fleenor, Research Director, Center for Creative Leadership, Greensboro, North Carolina (Chapter 22)

David C. Forman, Chief Learning Officer, Human Capital Institute, Washington, DC (Chapters 30 and 53)

Ron Garonzik, Ph.D., Vice President, Hay Group, Boston, Massachusetts (Chapter 4)

Guy Gauvin, Executive Vice President of Global Services, Taleo, Dublin, California (Chapter 50)

Marshall Goldsmith, Executive Coach, Leadership Development and Behavioral Change, San Diego, California (Chapter 16)

Dick Grote, President, Grote Consulting Corporation, Frisco, Texas (Chapter 5)

Michael Haid, Senior Vice President, Global Solutions, Right Management, Philadelphia, Pennsylvania (Chapter 23)

Stephen F. Hallam, Ph.D., Professor of Management, University of Akron, Akron, Ohio (Chapter 38)

Teresa Alberte Hallam, Ph.D., Senior Lecturer, University of Akron, Akron, Ohio (Chapter 38)

Theodore A. Hartz, MBA, Executive Director of Customized Learning Solutions Drexel University Goodwin College of Professional Studies, Co-Director Drexel/Torrance Center for Creativity and Innovation, Drexel University, Philadelphia, Pennsylvania (Chapter 35)

Mayra Hernandez, CEO, Impactomb, New York, New York (Chapter 24)

David Insler, Senior Vice President, Sibson Consulting, Los Angeles, California (Chapter 7)

Deb Jacobs, Partner, Axiom Consulting Partners, New York, New York (Chapter 24)

Randy Jayne, Ph.D., Managing Partner, Heidrick & Struggles, Global Aerospace, Defense, and Aviation Practice, McLean, Virginia (Chapter 47)

Jason Jeffay, Partner and Global Talent Management Leader, Human Capital Business, Mercer, Atlanta, Georgia (Chapter 45)

Dan Kadrlik, Stock Plan Consultant, Executive Pay and Benefits, Target Corporation, Minneapolis, Minnesota (Chapter 28)

Beverly Kaye, Ph.D., Founder and CEO, Career Systems International, Sherman Oaks, California (Chapter 15)

Anne Kelly, Principal, Center for Human Capital Innovation (CHCI), Washington, DC (Chapter 55)

Jim Kochanski, Senior Vice President, Sibson Consulting, Raleigh, North Carolina (Chapter 10)

Dale E. Kunneman, Vice President Human Resources Global Products, Baker Hughes Corporate, Houston, Texas (Chapter 18)

John B. Larrere, National Practice Leader, Leadership and Talent, Hay Group, Philadelphia, Pennsylvania (Chapter 4)

Rick Lash, Ph.D., Canadian Leadership and Talent Practice Leader, Hay Group, Toronto, Canada (Chapter 46)

Gerald E. Ledford, Jr., Ph.D., President, Ledford Consulting Network, LLC, Redondo Beach, California (Chapter 29)

David Lee, Principal, HumanNature@Work, Bar Mills, Maine (Chapter 33)

Tom McMullen, North American Reward Practice Leader, Hay Group, Chicago, Illinois (Chapter 46)

Haig R. Nalbantian, Senior Partner and Director of Global Research and Commercialization, Human Capital business, Mercer, New York, New York (Chapter 45)

Ed Newman, Founder,The Newman Group, and Leader, Futurestep, US, Los Angeles, California (Chapter 43)

E. Michael Norman, Senior Vice President, Sibson Consulting, Los Angeles, California (Chapter 44)

J. Evelyn Orr, Intellectual Property Development Consultant, Korn/Ferry Leadership and Talent Consulting, Minneapolis, Minnesota (Chapter 3)

Andy Pellant, Managing Partner, Emergentedge, Hertford, England (Chapter 31)

Jack J. Phillips, Ph.D., Chairman, ROI Institute, Inc., Birmingham, Alabama (Chapter 19)

James F. Reda, Founder and Managing Director, James F. Reda & Associates, LLC, New York, New York (Chapter 8)

Fredericka K. Reisman, Ph.D., Professor, Director Drexel/Torrance Center for Creativity and Innovation, Drexel University, Philadelphia, Pennsylvania (Chapter 35)

Andrew S. Rosen, Executive Vice President, ORC Worldwide, New York, New York (Chapter 26)

William J. Rothwell, Ph.D., SPHR, Professor of Workforce Education and Development, Department of Learning and Performance Systems, College of Education,The Pennsylvania State University, University Park, Pennsylvania (Chapter 11)

Mark Royal, Senior Consultant, Hay Group, Chicago, Illinois (Chapter 27)

Kim E. Ruyle, Vice President of Product Development, Korn/Ferry Leadership and Talent Consulting, Minneapolis, Minnesota (Chapter 3)

Tony Santora, Executive Vice President, Global Solutions, Right Management, Philadelphia, Pennsylvania (Chapter 48)

Deborah Schroeder-Saulnier, Director of Marketing, Senior Vice President, Global Solutions, Right Management, Philadelphia, Pennsylvania (Chapter 34)

Melvin Scales, Senior Vice President, Global Solutions, Right Management, Philadelphia, Pennsylvania (Chapter 48)

William A. Schiemann, CEO, Metrus Institute, Somerville, New Jersey (Chapter 51)

Allan Schweyer, Principal, Center for Human Capital Innovation (CHCI), Washington, DC (Chapter 55)

Jim Shanley, Partner, The Shanley Group, Hillsborough, North Carolina (Chapter 54)

Molly Dickinson Shepard, Chief Executive Officer, The Leader's Edge, Bala Cynwyd, Pennsylvania (Chapter 41)

Yaarit Silverstone, Talent & Organization Performance Managing Director, Accenture, Atlanta, Georgia (Chapter 39)

Doris Sims, SPHR, Founder and President, Succession Builders LLC, Flower Mound, Texas (Chapter 13)

Catherine M. Sleezer, Competencies and Curriculum Supply Chain, Baker Hughes Corporate, Tulsa, Oklahoma (Chapter 18)

David Smith, Talent & Organization Performance Managing Director, Accenture, Hartford, Connecticut (Chapter 42)

Melvin L. Smith, Ph.D., Professor in the Department of Organizational Behavior, Case Western Reserve University, Cleveland, Ohio (Chapter 21)

Aaron Sorensen, Ph.D., Senior Consultant, Sibson Consulting, Chicago, Illinois (Chapter 44)

Mel Stark, Vice President, Hay Group, Jersey City, New Jersey (Chapter 27)

Jodi L. Starkman, Executive Vice President, ORC Worldwide, New York, New York (Chapter 26)

Owen Sullivan, Chief Executive Officer, Right Management, Philadelphia, Pennsylvania (Chapter 32)

Sylvester Taylor, Director, Assessments, Tools, and Publications, Center for Creative Leadership, Greensboro, North Carolina (Chapter 22)

Robert J. Thomas, Institute for High Performance Executive Director, Accenture, Boston, Massachusetts (Chapter 39)

Kaye Thorne, Founder and Managing Partner, Talent Perspectives, Dorset, England (Chapter 25)

Francesco Turchetti, Director Talent Management, Baker Hughes Corporate, Houston, Texas (Chapter 18)

Dave Ulrich, Ph.D., Professor, Ross School of Business, University of Michigan, Ann Arbor, Michigan, and Partner, The RBL Group, Provo, Utah (Chapter 52)

Michael Ulrich, Research Associate, The RBL Group, Provo, Utah (Chapter 52)

Ellen Van Oosten, Department of Organizational Behavior, Weatherhead School of Management, Case Western Reserve University, Cleveland, Ohio (Chapter 21)

Karol M. Wasylyshyn, Psy.D., President, Leadership Development, Philadelphia, Pennsylvania (Chapter 20)

Kevin D. Wilde, Vice President, Organization Effectiveness and Chief Learning Officer, General Mills, Minneapolis, Minnesota (Chapter 14)

Jeana Wirtenberg, Ph.D., Director, External Relations and Services, Institute for Sustainable Enterprise, Fairleigh Dickinson University, Transitioning To Green, Teaneck, New Jersey (Chapter 37)

Martin G. Wolf, Ph.D., President, Management Advisory Services, Jalisco, Mexico (Chapter 9)

Allen Zeman, Ph.D., President, Center for Human Capital Innovation (CHCI), Washington, DC (Chapter 55)