Summary of Demystifying Talent Management

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Kimberly Janson, a human resources professional with 20 years of experience in more than 40 countries, explains how to strengthen your human resources function. Every organization’s well-being depends on “getting the people piece right” – and she shows you how. Janson delineates a program for talent management and development. She is quite positive, especially about herself, but she offers a simple, effective program. getAbstract recommends Janson’s approach to managers, HR professionals, senior executives interested in succession planning, and small-business owners.

About the Author

Former chief talent management officer at the H.J. Heinz Company Kimberly Janson is CEO of Janson Associates, a talent management firm.



Quality Employees

All organizations rely on their employees’ talents, capabilities and expertise. Smart organizations develop employees to realize their full potential. The more expert and talented employees are, the more productive they will be, and the better off their company will be. The talent management office should target professional development and performance management. It recruits employees, establishes compensation, manages work, and develops talents and skills. Human resources staffers must also replace people who leave and fill the positions of those moving up.

Many organizations fail at talent management due to “a lack of skill or lack of will.” A deficiency of will is evident when HR professionals and managers fail to help employees improve and develop. Some managers don’t develop their employees because they lack confidence in their own professional development skills. Fortunately, HR managers can obtain effective training about how to conduct development activities.

Strong HR

In most organizations, employees do not get what they need from their HR offices. The reason is simple: Most HR departments underperform. Contrast that usually...

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