Remuneration and Talent Management : Strategic compensation approaches for attracting, retaining and engaging talent

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.