TM - January 2008 - (Page 8)

talent management magazine recruitment & retention contents January 2008: Volume 4, Issue 1 www.TalentMgt.com BEYOND AFFIRMATIVE ACTION: THE CHANGING FACE OF RECRUITMENT Kathleen K. Lundquist, Ph.D. Forty years after the passage of the Civil Rights Act of 1964 organizations talk far less about discriminatory hiring practices and far more about what steps they can take to attract diverse talent. Many have shifted from a focus on compliance to making the business case for diversity. 18 assessment & evaluation compensation & benefits 24 Assessment Centers in T alent Management: Strategies, Use and Value 28 Nontraditional Benefits — How to Hook the Best T alent Stuart Crandell, Ph.D. A good assessment center can help talent managers figure out which leaders have advancement potential, how far they can advance and how close leaders are to being ready for the next level. Sean Slovenski Companies must offer pay and standard benefits commensurate with the rest of their industry. Yet, to be truly competitive, many organizations are offering an array of nontraditional benefits to catch the interest of sought-after candidates and to keep them feeling appreciated once on the job. performance management learning & development 34 Intersection of Web 2.0 and T alent Management 38 Cross-Training for Workforce Agility Sanjay Dholakia Web 2.0 tools, such as wikis, blogs, RSS and social networks, can encourage employee communication and collaboration, and offer a structure within which workers can better execute work and employers can better manage talent. Organizations that consistently use these tools to enhance employee performance enjoy measurable benefits. John Ambrose As organizations grapple with the increasing pace of change, workforce agility is emerging as a key competitive advantage. Cross-training workers in multiple skills and providing ongoing learning opportunities delivered in the right place, at the right time can ensure an agile workforce. succession planning 40 Mapping T alent Among Younger Workers ON THE WEB AT TALENTMGT .COM What Really Drives Employee Engagement? Jan Rose Brian Davis, Ph.D. Identifying and developing high-potential leaders is critical to business growth, and demand for business growth is strong. Organizations that can map the leadership talents specific to their business success against those exhibited by current high-potential employees can create a detailed road map for continuing success. Small Businesses Act Big With Web-Based HR Software Shelly Davenport http://www.TalentMgt.com http://TALENTMGT.COM

Table of Contents Feed for the Digital Edition of TM - January 2008

TM - January 2008 Editor's Letter Contents Learning Connections: Working With Those People Leading Edge: Hub Caps for a Buggy Human Performance: Hawthorne Effect Revisited Beyond Affirmative Action: The Changing Face of Recruitment Assessment Centers in Talent Management: Strategies, Use and Value Nontraditional Benefits- How to Hook the Best Talent Intersection of Web 2.0 and Talent Management Cross-Training for Workforce Agility Mapping Talent Among Younger Workers Dashboard: Using Personality Data to Identify and Develop High-Potential Leaders Application: Shaffer Title Uses Myers-Briggs to Develop Common Corporate Language, Jump-Start Growth Insight: Dreier, Stein & Kahan LLP: Using Strategy to Bring Back the Law Profession Advertisers' Index Editorial Resources Full Potential: Stop in the Name of Leadership

TM - January 2008

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