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.