From Talent Management to Talent Liberation
A Practical Guide for Professionals, Managers and Leaders

As the pace of change increases and new business structures evolve, finding and harnessing people?s talent is becoming ever more important. From Talent Management to Talent Liberation presents a thoughtful and practical approach to talent. It provides compelling evidence for the limitations of talent management practice and offers talent liberation as an alternative approach.

Talent Liberation is positioned through five premises that draw on the agile movement to provide a fundamental reappraisal of the talent agenda. These premises are then applied through a range of strategic and tactical tools such as the Talent Compass. By combining academic research, thought leadership and practical experience, this book will stimulate fresh thinking.

Readers will be inspired to take action, using the simple tools to liberate more of the talent in their organisation and their teams. Leaders, HR professionals and individuals will benefit from the relevant insights shared here.

Preface

Part 1 – The context for talent liberation

Chapter one: Talent management – not fit for purpose

Chapter two: The future of work – talent required

Chapter three: Talent liberation – a new metaphor

Part 2 – The practice of talent liberation

Chapter four: The Talent compass – identifying risks and opportunities

Chapter five: HR as liberators

Chapter six: Leaders as liberators

Chapter seven: Liberating your own talent

Part 3 - Toolkit and resources

A. Talent Compass questions

B. Talent Compass sample risks and solutions

C. When to borrow, buy or build

D. Examples of everyday learning opportunities

E. Completing your personal incident room

F. Life wheel template

G. Broadening your continued professional development

Index

Maggi Evans is an influential consultant with extensive international experience of strategy, senior leadership, change and talent. Focused on building competitive advantage, she is committed to translating academic insights into pragmatic business solutions.

John Arnold is Professor of Organisational Behaviour at the School of Business and Economics, Loughborough University, UK. John’s influential research, teaching and consultancy involve all areas of careers and their management from both individual and organizational perspectives.

Andrew Rothwell is Director of MSc Human Resource Management programmes at Loughborough University, UK. Andrew has extensive experience of leadership, professional development and consultancy across a range of industries. He has research interests in CPD and employability.