Organisations traditionally have had a clear distinction between their policies on D&I and their talent management. The main driving force behind D&I has been being seen to be a good employer, to be able to make claims in the annual report and to feel as though a positive contribution is being made to society. On the other hand, talent management activities have been driven by a real business need to ensure that the organisation has the right people with the right skills in the right place to drive operational success. Inclusive Talent Management aligns talent management and D&I, offering a fresh perspective on why the current distinction between them needs to disappear.
Featuring case studies from internationally recognised brands such as Goldman Sachs, Unilever, KPMG, Hitachi, Oxfam and the NHS, Inclusive Talent Management shows that to achieve business objectives and gain the competitive advantage, it is imperative that organisations take an inclusive approach.
Key features at a glance:
Shows how to attract the best candidates and keep them by building cultures in which they feel valued
Provides evidence for how better D&I practices lead to increased creativity, openness to change, new ideas and understanding of new markets
Includes original research from globally recognised organisations including Goldman Sachs, NHS, Telefonica, Unilever, KPMG, Royal Mail, Hitachi, Oxfam, Novartis and the Rio 2016 Olympic Games on how D&I activities can improve talent attraction, management and retention
Publisher: Kogan Page
Format: 241 x 145
Extent: 280 pages