Professor Robin Stuart-Kotze, is currently Chairman of Behavioural Science Systems Limited, Oxford, but has more than one string to his bow. He has had a varied consulting career with companies such as Westinghouse, Northern Telecom, J&J, Price Waterhouse, BP, P&O, Oracle, Ford and a host of other global firms. He is the author or co-author of a number of books including Principles of Management, now in its 7th edition; Fundamentals of Management, now in its 3rd edition, and [...] Dunn, BSc Econ, FCIPD, is Founder and CEO of The TDA Transitions and Learning Organisation Ltd. TDA has worked with some of the biggest global brands including BT, GSK and BA providing career coaching and outplacement. Chris now coaches, advises on talent issues and has a special consulting relationship with AdviserPlus, a business dedicated to the collaborative provision of quality HR and H&S advice. He also has a special interest in the release of entrepreneurial behaviours and has worked for many large corporations, including Thresher, Boots Opticians and BP. Prior to TDA, Chris was International Management Development Manager and Regional Personnel Manager, Nordic Countries at Rank Xerox International.

Contents

Foreword

Introduction

1 Is managing talent important?

2 How can you identify Best people?

3 How can you create Best people?

4 How can you keep the Best?

5 Keeping the Best in a takeover - a case study

6 How can you recruit the Best?

7 How can you make Best job changes?

8 How to kill talent

9 Implementing a talent management system

10 Is there really a War for Talent?

Appendix