Contact him at dwilkins taleo. It is therefore critical that as far as possible you know the same information about different employees. Without this, meaningful talent analytics is simply not possible. Keep collecting and comparing it over time. Initial data are powerful; longitudinal data more powerful still.
And if you can connect those to records of who is subsequently promoted then you can see which competencies are most valued in the business. But none stands a chance of making any real difference unless it is built upon good talent intelligence. And for that a little diligence will go a long, long way. Leadership development. Nik Kinley and Shlomo Ben-Hur. When that happens, all their talent management and development activities are built on an accurate understanding of the talent available to them.
Filled with illustrative examples, the book shows how to overcome the stumbling blocks that stand in the way of successful talent intelligence and reveals step-by-step what organizations need to measure, how they can best do so, and how they can successfully implement measurement and use the results.
Nik Kinley is a London-based independent consultant who has specialized in talent measurement and behavior change for over twenty years. Shlomo Ben-Hur is an organizational psychologist and professor of leadership and organizational behavior at the IMD business school in Switzerland. He has over twenty years' experience in senior executive positions, including vice president of leadership development and learning for the BP Group and chief learning officer for DaimlerChrysler Services.
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