Overview understanding the talent- strategy framework



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TABLE OF CONTENTS

  • OVERVIEW……………………………………………………………………………. 7

  • UNDERSTANDING THE TALENT- STRATEGY FRAMEWORK……………… 12

  • YAHOO! CASE STUDY………………………………………………………………. 16

  • DISCUSSION QUESTIONS…………………………………………………………... 21

  • FIVE LESSONS FOR ANY ORGANIZATION……………………………………... 44

  • SNAPSHOT PROFILES OF PARTICIPANTS……………………………………... 50

  • HRCI CERTIFICATION: YOUR PROFESSIONAL EDGE……………………… 64

  • SOCIETY FOR HUMAN RESOURCES MANAGEMENT………………………... 67

  • SHRM FOUNDATION………………………………………………………………... 70



OVERVIEW



Introduction



Profile of Yahoo! Inc.

  • Yahoo! Inc. provides Internet services to users and businesses through the Yahoo! Network, and a range of tools and marketing solutions for businesses in the Unites States and internationally. It offers an array of communications services, including mail, messenger, calendar, chat, greetings, clubs, and photos; and various commerce services, such as shopping, auctions, finance, and travel; as well as content and media-programming services in various areas, including sports, music, movies, news, and games through partnerships with various content providers.

  • In addition, the company provides a range of personalized information on wireless devices, including wireless phones, two-way pagers, and personal digital assistants. Yahoo! also offers a range of services for businesses and enterprises, including Corporate Yahoo!, an information- portal solution that enables companies to communicate and interact directly with their employees, customers, and shareholders; Yahoo! Broadcast Services provides Internet audio and video streaming solutions for corporate and consumer communications; and Yahoo!'s Small Business services enable small businesses and professionals to establish and grow a business presence



Profile of Yahoo! Inc.

  • with various Yahoo! services, as well as Yahoo! Fusion Marketing that unites its media, e-commerce, direct marketing, broadcast, and communication tools. Yahoo! also has strategic alliances with SBC Communications, Inc.; BT Group plc; Rogers Cable, Inc.; and Verizon Communications, Inc. The company was founded by David Filo and Jerry Yang in 1994, and it is headquartered in Sunnyvale, California.

  • Yahoo! has approximately 8,700 employees worldwide, and earned revenues of $3.6 Billion in 2004, up from $1.6 Billion in 2003. During the same period, net income rose from $238 Million to $840 Million. Additionally, Yahoo!’s balance sheet grew from $5.9 Billion to $9.2 Billion.



Discussion Guide

  • dialog about the effectiveness of talent-management practices in your own organization.

  • Wayne Cascio, Ph.D., is recognized as one of the foremost experts in the field of human resource management. He recently became the first HR leader to receive an honorary doctorate degree from the University of Geneva, Switzerland for his teaching and research in the HR field. Wayne has consulted with more than 150 organizations on six continents, and has written 21 books, including best-selling texts on HR management. Currently he serves on the the Boards of Directors of CPP, Inc., the Academy of Management, and the SHRM Foundation.



UNDERSTANDING THE TALENT- STRATEGY FRAMEWORK



The Talent-Strategy Framework



The Talent-Strategy Framework



The Talent-Strategy Framework



YAHOO! CASE STUDY



Yahoo! Case Study



Summary



Summary



Summary



DISCUSSION QUESTIONS



What does talent management mean, and how is it viewed at Yahoo!?









What does a systematic process of managing talent imply?



What are some of the premium services, for which Yahoo!’s customers pay?



In 2004 Yahoo!’s sales increased 120%, while its net profit increased 253%. How did Yahoo!’s business model provide for such dramatic growth?



How has Yahoo! managed talent during its high growth?



How does Yahoo! differentiate itself so that prospective employees will want to work there?



What does Carol Mahoney, Senior Director of Talent, mean when she refers to “talent magnets?”



What does it mean to have an integrated talent management strategy?



How does Yahoo! Promote the idea that high performance is valued?



How do Yahoo!’s business model and corporate culture reward successful employees?



How does Yahoo! instill its corporate culture in new hires?



According to Phu Hoang, VP of Engineering, how is managing “brilliant people” different from managing others?



How has the scope of the jobs of Yahoo!’s employees changed as the company has grown?



Aside from a healthy corporate culture, how does Yahoo! reward its employees?



How does the Yahoo! “Superstar” program reward employees and show that they are valued?



What does Yahoo! do to address the future talent needs of the company?



How does Libby Sartain, Chief People Officer, view turnover?



How does Yahoo!’s corporate culture reduce turnover?



With the increasing competitiveness in business today, what are the implications for talent management in the near future?



FIVE LESSONS FOR ANY ORGANIZATION



Lesson 1



Lesson 2



Lesson 3



Lesson 4



Lesson 5



SNAPSHOT PROFILES OF PARTICIPANTS IN “FUELING THE TALENT ENGINE: FINDING AND KEEPING HIGH PERFORMERS”



Lloyd Braun



Heidi Burgett



Wayne Cascio



Susan Decker



Loree Farrar



David Filo



Phu Huang



Carol Mahoney



Ken Perluss



Libby Sartain



Stephanie Tate



Cheryl Van



Jerry Yang



HRCI CERTIFICATION: YOUR PROFESSIONAL EDGE



HRCI Certification





SOCIETY FOR HUMAN RESOURCES MANAGEMENT



HR: Leading People, Leading Organizations





SHRM FOUNDATION



SHRM FOUNDATION






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