Nolan, S. (2011), "Coaching Skills for Leaders in the Workplace. How to Develop, Motivate and Get the Best from Your Staff", Strategic HR Review, Vol. 10 No. 3. https://doi.org/10.1108/shr.2011.37210cae.003Download as .RIS
Emerald Group Publishing Limited
Copyright © 2011, Emerald Group Publishing Limited
Coaching Skills for Leaders in the Workplace. How to Develop, Motivate and Get the Best from Your Staff
Article Type: Recommended reading From: Strategic HR Review, Volume 10, Issue 3
Jackie ArnoldHow to BooksSBN 978-1-84528-318-6
This book contains contributions from 25 leading practitioners and experts in talent management from around the world, the majority of whom have had first-hand experience within large organisations of creating and implementing talent management programs. The aim of the editor, Hervé Borensztejn, Head of HR Development at EADS, in creating this book was to look at the topic of talent from a modern perspective. This meant taking into account diverse views and looking at the topic within the context of today’s competitive and complex global environment and within the framework of the economic crisis. While many businesses persist in taking the best from their organizations and providing them with the best resources and the best projects, others are taking risks and he aims to demonstrate through the book alternative talent management practices that encompass a wider talent pool based on a broader definition of “talent”.
The book combines case studies with theoretical views to give a good balance of academic and professional expertise. The editor has retained each author’s style and approach and each contribution starts with a succinct summary, resulting in 25 very different chapters within one large volume. This gives the reader a broad view of many different approaches to talent so that the book acts as food for thought and could potentially be a catalyst for further investigation, rather than providing comprehensive instruction. Readers learn about talent management styles that range from trusting and empowering the rebels in the team for creative input, to the application of a model for talent identification within a non-hierarchical, group-orientated society (Scandinavia) reluctant to focus on individual merits. It is a lively and thought provoking read that should be of interest to anyone responsible for managing and developing people and looking for fresh ideas on how to approach this important task.
Sara NolanEditor, Strategic HR Review