Developing Executive Talent : Best Practices from Global Leaders行政管理人材开发：英国20家经验 下载 网盘 kindle mobi 115盘 pdf pdb rtf

　　The systematic management of executive talent is a key strategic challenge for most large corporations. This is an emerging field and, consequently, there is a lack of consensus about what is involved and a variety of approaches have been adopted. In Developing Executive Talent Jonathan Smilansky, Ph.D. summarises the key activities and concerns of large businesses in the USA and Europe that are focused around the identification, development and effective utilisation of executive talent. In doing so, he provides even the most experienced Human Resource executive with a much broader array of inputs about what today's leading organizations are doing in this area.

What quickly becomes clear is that even the best businesses are still developing their talent management processes. There are no 'right' answers and different organizations, with different levels of commitment, at different stages of development and in different environments produce different approaches. Developing Executive Talent is a map that lets you compare your organisation's approach with what others are doing in this area. It also grants you a close-up view of alternative processes designed to identify and develop the leaders of tomorrow. By learning from the experience of others you can become an 'educated consumer' of talent management services, and help both your organization and your own career.

With quotations from Heads of Human Resources describing their experiences and concerns, specific tools and processes used by large businesses to identify and manage the leaders of tomorrow, Developing Executive Talent offers the clearest and most coherent picture to date of how leading organizations are tackling this critical business challenge.

Acknowledgements.

1.What is this book about?

2.The importance of talent management for long-term business success.

3.An overview of Talent Management processes

4.Using strategic business objectives to drive Talent Management efforts.

5.Talent management in critical jobs.

6.Managing succession.

7.Talent scouting in the external environment.

8.Systematic processes for identifying future executive talent and assessing potential.

9.Career paths.

10.Developing executive capability.

11.Breaking down silos that are barriers to effective talent management.

12.alent Management and diversity.

13.Employer branding and talent management.

14.Integrating talent management with other human resource processes.

15.How about exceptional performers?

16.Building support at the top.

17.How do I manage my own career?

18.Conclusion.

APPENDIX 1.

APPENDIX 2.

APPENDIX 3.

INDEX.

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Ø 华尔街没有新鲜事，因为投机像群山一样古老，股市上今天发生的事，过去曾经发生过，将来也必然再次发生。在上涨或下跌前，股价总会呈现某些“习惯”，一种特定的模式。

Ø 股价的波动总是有原因的，但行情记录器不会告诉你他为什么这样动而不那样动，他不做任何解释。股价涨跌的原因知不知道没有关系，你要么立刻行动，要么丢掉机会。不要问为什么，原因总比机会晚来很久。

Ø 如果要发生什么事情，但是我又不知道会发生什么，我就没办法保护自己，所以，最好还是赶快离场。如果事情没有按照你预想的发展，那么肯定有什么地方发生问题，最好先离场。

Ø 我失误的原因是不能坚持自己的交易原则：市场信号出现之前，不要出手。任何事情的成功都需要掐准时间，这也正是华尔街上众多高明的投机者失败的原因。世界上的傻子，大多随时随地都会做错事。

Ø 没有任何人有充分的理由天天买卖股票，没有任何人有足够的知识保证自己的每次交易都理智。如果没有好股票，银行是钞票最好的归宿。频繁的交易是盲目的交易，要耐心等待合适交易机会的出现。只有当我确信自己不会赔钱才能动手，而如果不确信一定能赚钱，我就该按兵不动。市场整体行情不好时，不要强迫交易，那只会带来亏损。

Ø 赚钱的交易不会让你成长，他只会拖你的后腿，你必须从失败和犯错中获得经验。经验必须用金钱来换，这就是为什么我们说“经验是昂贵的”的原因。我几次经历倾家荡产，但我的精神却从不倾家荡产，我每次都能从自己的失败中总结经验。

Ø 先要成功的第一步，了解游戏规则。

Ø 犯错的是人不是市场，不要抱怨市场，对市场发火一点好处也没有。永远不要与行情斗气，如果股市不如你意你就对他火冒三丈，就像得了肺炎便抱怨自己的肺一样愚蠢至极。永远别和行情争执，也别企盼行情给你理由或解释，时候给股市解剖验尸不能带来任何利润。

Ø 股市上只有赢家和输家，除此之外再无其他。只有通过真金白银在能证明自己观...

无论谁来干扰阻碍，大规模行情都将不可避免地按照其基本的推动力量所决定的幅度、速度和持续时间来展开。

我说我买进股票做多时，喜欢付出高价，在我放空股票时，一定要卖在低价，否则根本不放空，令人惊讶的是有这么多有经验的交易者听到这种话时，露出难以置信的样子。要是交易者总是坚持自己的投机利器——也就是等到阻力最小的路线自行确立，一定等到大盘说上涨时，才开始买进，或者在大盘说下跌时，才开始放空，并且应该一路加码，要赚钱并不困难。例如先买全部持股的五分之一。如果这一部分没有出现利润，一定不能增加持股，因为他开始显然错了，他至少暂时错了，任何时候，犯错都不会有利润。大盘说会上涨，不见得是说谎，完全是因为大盘现在是说“还没有到时候”。

请记住，股票永远不会太高，高到让你不能开始买进，也不会低到不能开始卖出。但是在第一笔交易后，除非第一笔出现利润，否则别做第二笔。要等待和观察。这就是你解盘能力发挥作用的时候，让你能够判定开始的正确的时机。很多事情成功与否，要看时候再完全正确的时机开始。我花了很多年才了解这一点的重要性。这一点也花了我好几十万美元。

我的意思不是建议你持续加码。当然，你加码可以赚到不加码赚不到的大钱，但是我想说的是：假设一个人的操作极限是500股。我的建议是他不应该一次全部买下，如果不是在投机的话，就不应该这样。如果他只是在赌博，我能给他的唯一建议就是别赌。

假设他买进第一笔100股，立刻就出现损失，他为什么应该继续操作买进更多股票呢？他应该立刻看出他错了，至少暂时是错误的。

我在棉花交易上有很长期的成功经验。我对棉花有自己的理论，而且绝对遵照这个理论。假设我认定我的部位应该要有4万到5万包。我会像我告诉你的那样研究盘势，观察买进或卖出的机会。假设阻力最小的路线显示多头走势，我会（读者注：加一个“先”字）买进1万包。我买完之后，如果市场比我最初买进的价格上涨10点，我会再买1万包。同样的，随后如果我能得到20点的利润，也就是每包1美元的利润，我会再买2万包。但是如果我买到第一个1万或2万包之后，出现亏损，我会卖光。我错了。可能我只是暂时错了，但是我前面说过，任何事情开始错误，都不会有利润。

我已经在华尔街摸爬滚打多年，赢过千百万美元，也亏过千百万美元，我的忠告是：我之所以挣大钱，从来不是凭着进进出出，而始终凭借耐心坚守。

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作者简介：

Jonathan Smilansky, a PhD psychologist, started his career as an academic and then moved into Human Resource consultancy with a focus on individual and organisational development. Prior to founding Hydrogen (a talent development consultancy), Jonathan was the Executive Vice President, Global Human Resources for Universal Music Group (based in New York). He held similar positions at Forte/Meridien Hotels and Visa International and has also been a Partner in Hay Management Consultants (UK) and in Pilat HR Systems. Jonathan’s interests focus on talent and organisation development and the role of Human Resources in improving business performance. He has written a number of books and articles for professional publications including The New HR, Thompson Publishing (1997) and Talent Management, Wiley (2006).