Remuneration and talent management : strategic compensation approaches for attracting, retaining and engaging talent : a practical and informative textbook for managing the tension between talent and remuneration in organisations / Dr. Mark Bussin.

Format:

Book

Author/Creator:

Bussin, Mark, author.

Language:

English

Subjects (All):

Compensation management.

Employee motivation.

Personnel management.

Physical Description:

1 online resource (260 pages) : illustrations

Edition:

1st ed.

Place of Publication:

Randburg, Republic of South Africa : Knowres Publishing, 2014.

Language Note:

English

Contents:

Cover

Copyright Page

Acknowledgements

Foreword

Table of Contents

Prologue and Preamble

List of Contributors

About the Author

Sourcing of Figures and Diagrams

The Context to Remuneration: Strategy, Organisation Design, Leadership and Talent Management

1.1 BACKGROUND

1.1.1 Strategy and innovation

1.1.2 Levels of work theory

1.2 STRATEGY AND INNOVATION

1.3 ORGANISATION AND WORK DESIGN

1.3.1 Organisation design

1.4 STRUCTURE AND WORKING RELATIONSHIPS

1.4.1 Design parameters

1.4.2 Business processes

1.4.3 Design criteria

1.4.4 Finalising the design

1.5 LEADERSHIP CAPACITY

1.5.1 Leadership landscape

1.5.2 Leadership complexity

1.5.3 The work of leadership

1.5.4 Values and levels of work

1.5.5 Leadership capability and competence

1.5.6 Three-D leadership

1.5.7 Building leadership capacity

1.5.8 Leadership assessment

1.5.9 Leadership development

1.6 TALENT MANAGEMENT

1.6.1 Talent management defined

1.6.2 The business case

1.6.3 The talent philosophy

1.6.4 Talent management principles

1.6.5 Talent value proposition

1.6.6 Talent management governance

1.6.7 Talent scorecard

1.6.8 Talent management planning process steps: a practical approach

1.7 CONCLUSION

1.8 REFERENCES

Talent Retention - Customising Retention Strategies: A Case Study

2.1 INTRODUCTION

2.2 THE CASE FOR PROACTIVE RETENTION STRATEGIES

2.2.1 The business impact of retention

2.3 CREATING THE NEED: THE REALITY, THE VISION, THE PLAN

2.3.1 The reality

2.3.2 The vision

2.3.3 The plan

2.4 DIAGNOSTICS: UNDERSTANDING THE REAL ISSUES

2.4.1 The diagnostics plan

2.4.2 Diagnostic findings

2.4.3 What was needed?

2.5 REFINING THE TALENT SEGMENTS

2.6 PRIORITISING INITIATIVES

2.6.1 Choosing priorities

2.6.2 Tracking and measuring.

2.7 KEY RETENTION INTERVENTIONS - GUIDING PRINCIPLES

2.7.1 HR back to basics

2.7.2 Leadership brand

2.7.3 Revitalisation of values

2.7.4 Breakthrough learning for succession pools

2.7.5 Building a coaching culture

2.8 LESSONS LEARNT

2.8.1 Achievements

2.8.2 Lessons

2.8.3 Project and change management

2.9 CONCLUSION

2.10 REFERENCES

Introduction to Talent Management

3.1 INTRODUCTION

3.2 DEFINING TALENT

3.3 DEFINING TALENT MANAGEMENT

3.4 THE EVOLUTION OF TALENT MANAGEMENT

3.5 THE CONTEXT OF GLOBAL TALENT MANAGEMENT - THE IBM CASE STUDY

3.5.1 The IBM Workforce Management Initiative (WMI)

3.6 THE BUSINESS CASE FOR TALENT MANAGEMENT

3.7 CONCLUSION

3.8 REFERENCES

How to Identify Talent

4.1 INTRODUCTION

4.2 THE TALENT IDENTIFICATION PROCESS

4.3 DETERMINING TALENT CRITERIA

4.3.1 Alignment with the business strategy

4.3.2 Use of competencies

4.4 TYPICAL CHARACTERISTICS OF STAR TALENT

4.5 MEASURING POTENTIAL

4.5.1 Performance versus potential

4.5.2 The use of assessments to measure potential

4.5.3 Talent review meetings

4.6 COMMUNICATING TALENT IDENTIFICATION CRITERIA TO EMPLOYEES

4.7 TALENT IDENTIFICATION TOOLS

4.7.1 The nine-box matrix

Putting the nine-box matrix to use

4.7.2 The Drotter talent pipeline

4.8 INTEGRATION WITH OTHER TALENT MANAGEMENT ACTIVITIES

Managers

Human resources

Employees

4.9 CONCLUSION

4.10 REFERENCES

Components of an Integrated Talent Management Strategy

5.1 INTRODUCTION

5.2 INTEGRATED TALENT MANAGEMENT

5.2.1 Establishing a functional foundation for success

Building strategic advisor capabilities

Workforce and talent planning

Integrated talent management strategy

5.2.2 Recruiting critical talent segments

Employment Value Proposition (EVP)

Talent sourcing

On-boarding.

5.2.3 Identifying, developing and engaging talent

High-potential identification

Talent development

Talent engagement and retention

5.2.4 Overcoming leadership succession risks

Succession management

Leadership transitions

Leader-led development

5.2.5 Managing employee performance

Identifying business-critical competencies

Performance management

Organisational review

5.3 CONCLUSION

5.4 REFERENCES

Integrated Talent Management - Practical Ideas, Tools and Tips

6.1 INTRODUCTION

6.2 A STRATEGIC APPROACH TO TALENT MANAGEMENT

6.2.1 What is talent management?

6.2.2 Benefits of integrated talent management

6.2.3 Talent on the strategic agenda

6.3 BUILDING A TALENT CULTURE

6.4 A FRAMEWORK FOR TALENT MANAGEMENT

6.4.1 Attracting talent

Developing the EVP

Planning for talent

6.4.2 Spotting talent

Performance and competency standards

Differentiating standards by level

The performance and potential matrix

Building evidence for performance and potential

6.4.5 Finding talent

Strategic sourcing

Operational sourcing (recruitment)

6.4.6 Growing talent

6.4.7 Keeping and releasing talent

Top three drivers of commitment (potentially impacting commitment by 45%)

6.5 A PROCESS FOR IMPLEMENTING TALENT MANAGEMENT

6.5.1 Preparation

6.5.2 Career discussions

6.5.3 Talent forum

6.5.4 Outputs and actions

6.5.5 Feedback and monitoring

6.6 IMPLEMENTING TALENT MANAGEMENT - LESSONS LEARNT

6.6.1 Integrated process

6.6.2 Executive commitment and measurement

6.6.3 Leaders as champions

6.6.4 HR as true business partners

6.6.5 Talent technology

6.7 CONCLUSION

6.8 REFERENCES

Engaging Talent

7.1 INTRODUCTION

7.2 DEFINING EMPLOYEE ENGAGEMENT

7.3 THE BUSINESS CASE FOR EMPLOYEE ENGAGEMENT

7.4 EMPLOYEE ENGAGEMENT STRATEGIES FOR TALENT.

7.5 THE ROLE OF RECOGNITION IN PROMOTING AND RETAINING TALENT

7.6 CONCLUSION

7.7 REFERENCES

The Employee Value Proposition (EVP) and Talent

8.1 INTRODUCTION

8.2 DEFINING THE EVP

8.2.1 Examples of organisations' Employee Value Propositions

8.3 EXPECTATIONS OF TALENT

8.4 THE EMPLOYEE VALUE PROPOSITION AND THE WAR FOR TALENT

8.5 CONCLUSION

8.6 RENEFERENCES

Rewarding Talent

9.1 INTRODUCTION

9.2 CUSTOMISING THE REWARD OFFERING

9.3 WHO SHOULD QUALIFY FOR UNIQUE REMUNERATION MODELS?

9.4 "HOT SKILLS" AND APPROPRIATE REMUNERATION APPROACHES

9.4.1 Critical skills

9.4.2 Scarce skills

9.4.3 High fliers

9.4.4 Employment Equity (EE) candidates

Critical skills

Scarce skills

High fliers (consistent high performance)

Employment Equity candidates

9.4.5 Remuneration options

9.5 MOST COMMON REMUNERATION RETENTION OPTIONS

9.5.1 Market stance

9.5.2 Scarcity allowances

9.5.3 Long-term incentives (LTIs)

9.5.4 Short-term incentives (STIs)

9.5.5 Rolling or banking of bonus incentives earned

9.5.6 Flexibility

9.5.7 Restraint of trade payments

9.5.8 Sign-on payment/Retention payment

9.5.9 Sign-on loans

9.5.10 Deferred compensation

9.5.11 Project Incentives

Summary table

9.6 CONCLUSION

Talent Management and Variable Pay

10.1 INTRODUCTION

10.2 VARIABLE PAY

10.2.1 Short-term Incentive Schemes (STIs)

10.2.2 Long-term Incentive Schemes (LTIs)

10.3 WHY IMPLEMENT VARIABLE PAY?

10.4 PAYING VARIABLE PAY FOR PERFORMANCE

10.5 CONCLUSION

10.6 REFERENCES

Long-term Incentives

11.1 INTRODUCTION

11.2 AWARD QUANTA FOR LONG-TERM INCENTIVES (LTIs)

11.2.1 Quanta awarded in South Africa

11.2.2 Quanta of LTIs awarded in the USA

11.2.3 Vesting periods.

11.3 LINKING EXECUTIVE TALENT MANAGEMENT THROUGH INDIVIDUAL PERFORMANCE AND POTENTIAL RATINGS WITH LTI AWARDS

11.4 LINKING COMPANY-SPECIFIC PERFORMANCE CONDITIONS WITH EXECUTIVE LTI AWARDS

11.5 NURTURING TALENT THROUGH HISTORICALLY DISADVANTAGED EMPOWERMENT USING LONG-TERM INCENTIVE SCHEMES

11.6 CONCLUSION

11.7 REFERENCES

Attracting, Retaining and Leveraging Generation Y Talent

12.1 INTRODUCTION

12.2 GENERATION THEORY AND YOUTH (GENERATION Y)

Generation Y attributes

12.3 THE IMPACT OF GENERATIONAL THEORY ON REWARD

12.4 CREATING MEANING AND PURPOSE FOR YOUNG TALENT

12.5 CONCLUSION

12.6 REFERENCES

Rewarding the Talent at the Top

13.1 INTRODUCTION

13.2 THEORETICAL PERSPECTIVE

13.3 CURRENT TRENDS IN REMUNERATION FOR EXECUTIVES

13.3.1 Current Trend 1 - Increased scrutiny of performance metrics selection

13.3.2 Current Trend 2 - Introduction of more long-term incentives to encourage ethical behaviour and increase retention

13.3.3 Current Trend 3 - Fewer "vanilla" share options, more performance-based instruments

13.3.4 Current Trend 4 - Complex, opaque pay plans are on the decline

13.3.5 Current Trend 5 - The rise of indexed share remuneration

13.3.6 Current Trend 6 - Limits on share-based compensation

13.4 PRACTICAL APPLICATION OF CURRENT TRENDS

13.4.1 Ideal number of performance measures

Performance measures used in incentive plans

13.4.2 Setting of goals and alignment to appropriate types of rewards

13.5 FUTURE TRENDS IN REMUNERATION FOR EXECUTIVES

13.5.1 Future Trend 1 - Increased regulation

13.5.2 Future Trend 2 - Greater emphasis on pay-for-performance

13.5.3 Future Trend 3 - Increased quantity and quality of communication with shareholders

13.6 CONCLUSION

13.7 REFERENCES

I am Talent - Empowering the Individual to Manage His/Her Own Career.

14.1 INTRODUCTION.

Notes:

Bibliographic Level Mode of Issuance: Monograph

Includes bibliographical references and index.

Description based on online resource; title from PDF title page (ebrary, viewed August 3, 2015).

ISBN:

1-86922-474-4

OCLC:

871635372