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Registro Completo |
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Biblioteca(s): |
Embrapa Unidades Centrais. |
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Data corrente: |
26/06/2012 |
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Data da última atualização: |
02/07/2012 |
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Autoria: |
BERGER, L. A.; BERGER, D. R. (ed.). |
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Afiliação: |
Lance A. Berger; Dorothy R. Berger. |
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Título: |
The talent management handbook: creating a sustainable competitive advantage by selecting, developing, and promoting the best people. |
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Edição: |
2nd ed. |
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Ano de publicação: |
2011 |
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Fonte/Imprenta: |
New York: Mc Graw Hill, 2011. |
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Páginas: |
562 p. |
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Descrição Física: |
: il. |
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ISBN: |
978-0-07-173905-4 |
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Idioma: |
Português |
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Notas: |
Inclui referências e índice. |
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Conteúdo: |
Part I Creating a talent management program for organization excellence; 1 Designing and assembling the building blocks for organization excellence: the talent management model - Lance A. Berger and Dorothy R. Berger; Building block 1: Competency assessment; 2 Formulating competencies - Murray M. Dalziel; 3 Fundamentals of competency modeling; 4 Creating the workforce of the future: projecting and utilizing new competencies - Ron Garonzik; Building block 2: perfomance appraisals; 5 Designing a performance appraisal for driving organization; 6 Performance measurement for all employees - Mark Graham Brown; 7 Conducting performance reviews that improve the quality of your talent base - David Insler and Angelita Becom; 8 Appraising executive talent - James F. Reda; 9 Selecting the right performance appraisal - Martin G. Wolf;10 Improving performance through the employee value exchange - Jim Kochanski and J. P. Elliott; Building block 3: sucession and career planning; 11 Integrating succession planning and career planning - William J. Rothwell; 12 Determining every employee's potencial for growth - Murray M. Dalziel; 13 Designing a succession planning program - Doris Sims; 14 Practical discussions for sweet success - Kevin D. Wilde; 15 Career development: encompassing all employees - Beverly Kaye, Joyce Cohen, and Beverly Crowell; 16 CEO succession planning - Marshall Goldsmith; 17 Ensuring CEO succession agility in the boardroom - Dennis Carey, Marc Feigen, and Kevin Cash; Part II Formulating coaching, training, and development approaches that drive talent talent management processes; 18 Training and development: a new context for learning - Dale E. Kunneman, Francesco Turchetti, Sharon L. Cresswell, Catherine M. Sleezer; 19 Developing your workforce: measurement makes a difference - Jack J. Phillips, and Lisa Ann Edwards; 20 Developing top talent: guiding principles, methodology, and practice considerations - Karol M. Wasylyschyn; 21 Coaching for sustained, desired change: building relationships and talent - Richard E. Boyatzis, Melvin L. Smith; 22 Developing leadership competencies through 360-degree feedback and coaching - John W. Fleenor, Sylvester Taylor, and Craig Chappelow; 23 Using 360-degree feedback for talent development - Michael Haid; 24 Coaching leaders for corporate social responsibility - Deb Jacobs and Mayra Hernandez; 25 Integrating coaching, training, and development with talent management - Kaye Thorne; Making compensation an integral part of your talent management program; 26 Driving success through diferenciation: compensation and talent management - Andrew S. Rosen and Jodi L. Starkman; 27 Rewarding your top talent - Mel Stark and Mark Royal; 28 Using long-term incentives to retain top talent - Paul Conley and Dan Kadrlik; 29 Fostering employee involvement and engagement through compensation and benefits - Gerald E. Ledford; Part IV Using talent management processes to drive cultures of excellence; Theme 1: Using talent management techniques to drive culture; 30 Establishing a talent management culture - David C. Forman; 31 Linking culture and talent management - Andy Pellant; 32 Creating a culture of success: what every CEO needs to know - Owen Sullivan; 33 Using onboarding as a talent management tool - David Lee; 34 Employee engagement and talent management - Deborah Schroeder-Saulnier; Theme 2: Targenting cultures that create competitive advantage for your organization; 35 Crafting a culture of creativity and innovation - Fredricka K. Reisman, and Theodore A. Hartz; 36 Building a sustainability culture through employee engagement - Max Caldwell and Denise Fairhurst; 37 Unleashing talent in service of a sustainable future - Jeane Wirtenberg; 38 The role of ethics in talent management: how organizations ought to behave - Stephen F. Hallam, and Teresa Alberte Hallam; 39 Collaboration: getting the most out of informal connections - Robert J. Thomas and Yaarit Silverstone; Theme 3: Making diversity part of your competitive advantage; 40 Creating competitive advantage through cultural dexterity - Reginald F. Butler; 41 Building a reservoir of high performance and high potential women - Molly Dickinson Shepard and Nila G. Betof; Part V Using talent analysis and planning techniques to enhance your talent management program; 42 Multiplying talent for high performance - David Smith and Elizabeth Craig; 43 Workforce planning: connecting business strategy to talent strategy - Ed Newman; 44 Using workforce planning as part of a talent management program - Robert Conlon, E. Michael Norman, and Aaron Sorensen; 45 New tools for talent management: the age of analytics - Haig R. Nalbantian and Jason Jeffay; 46 The role of line managers in talent planning - Rick Lash and Tom McMullen; 47 Making recruiment part of your talent management process - Randy Jayne; 48 Making outplacement part your talent strategy - Tony Santora and Melvin Scales; 49 Developing talent management information systems - Craig M. Berger; 50 Implementing an automated talent management system - Guy Gauvin; Part VI Innovative thinking tha can shape your organization's approach to talent management; 51 Rethinking talent management using a people equity framework - William A. Schiemann; 52 Marshalling talent: a collaborative approach to talent management - Dave Ulrich and Michael Ulrich; 53 The global state of talent management - David C. Forman; 54 A model for talent manager excellence - Marc Effron and Jim Shanley; 55 Talent management leadership in government - Allen Zeman, Anne Kelly and Allan Shweyer; Index. MenosPart I Creating a talent management program for organization excellence; 1 Designing and assembling the building blocks for organization excellence: the talent management model - Lance A. Berger and Dorothy R. Berger; Building block 1: Competency assessment; 2 Formulating competencies - Murray M. Dalziel; 3 Fundamentals of competency modeling; 4 Creating the workforce of the future: projecting and utilizing new competencies - Ron Garonzik; Building block 2: perfomance appraisals; 5 Designing a performance appraisal for driving organization; 6 Performance measurement for all employees - Mark Graham Brown; 7 Conducting performance reviews that improve the quality of your talent base - David Insler and Angelita Becom; 8 Appraising executive talent - James F. Reda; 9 Selecting the right performance appraisal - Martin G. Wolf;10 Improving performance through the employee value exchange - Jim Kochanski and J. P. Elliott; Building block 3: sucession and career planning; 11 Integrating succession planning and career planning - William J. Rothwell; 12 Determining every employee's potencial for growth - Murray M. Dalziel; 13 Designing a succession planning program - Doris Sims; 14 Practical discussions for sweet success - Kevin D. Wilde; 15 Career development: encompassing all employees - Beverly Kaye, Joyce Cohen, and Beverly Crowell; 16 CEO succession planning - Marshall Goldsmith; 17 Ensuring CEO succession agility in the boardroom - Dennis Carey, Marc Feigen, and Kevin Cash; Part ... Mostrar Tudo |
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Palavras-Chave: |
Competência humana; Criatividade; Desenvolvimento de talentos; Desenvolvimento humano. |
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Thesagro: |
Administração de Pessoal; Inovação. |
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Categoria do assunto: |
-- |
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Marc: |
LEADER 06334nam a2200241 a 4500
001 1927205
005 2012-07-02
008 2011 bl uuuu 00u1 u #d
020 $a978-0-07-173905-4
100 1 $aBERGER, L. A.
245 $aThe talent management handbook$bcreating a sustainable competitive advantage by selecting, developing, and promoting the best people.
250 $a2nd ed.
260 $aNew York: Mc Graw Hill$c2011
300 $a562 p.$c: il.
500 $aInclui referências e índice.
520 $aPart I Creating a talent management program for organization excellence; 1 Designing and assembling the building blocks for organization excellence: the talent management model - Lance A. Berger and Dorothy R. Berger; Building block 1: Competency assessment; 2 Formulating competencies - Murray M. Dalziel; 3 Fundamentals of competency modeling; 4 Creating the workforce of the future: projecting and utilizing new competencies - Ron Garonzik; Building block 2: perfomance appraisals; 5 Designing a performance appraisal for driving organization; 6 Performance measurement for all employees - Mark Graham Brown; 7 Conducting performance reviews that improve the quality of your talent base - David Insler and Angelita Becom; 8 Appraising executive talent - James F. Reda; 9 Selecting the right performance appraisal - Martin G. Wolf;10 Improving performance through the employee value exchange - Jim Kochanski and J. P. Elliott; Building block 3: sucession and career planning; 11 Integrating succession planning and career planning - William J. Rothwell; 12 Determining every employee's potencial for growth - Murray M. Dalziel; 13 Designing a succession planning program - Doris Sims; 14 Practical discussions for sweet success - Kevin D. Wilde; 15 Career development: encompassing all employees - Beverly Kaye, Joyce Cohen, and Beverly Crowell; 16 CEO succession planning - Marshall Goldsmith; 17 Ensuring CEO succession agility in the boardroom - Dennis Carey, Marc Feigen, and Kevin Cash; Part II Formulating coaching, training, and development approaches that drive talent talent management processes; 18 Training and development: a new context for learning - Dale E. Kunneman, Francesco Turchetti, Sharon L. Cresswell, Catherine M. Sleezer; 19 Developing your workforce: measurement makes a difference - Jack J. Phillips, and Lisa Ann Edwards; 20 Developing top talent: guiding principles, methodology, and practice considerations - Karol M. Wasylyschyn; 21 Coaching for sustained, desired change: building relationships and talent - Richard E. Boyatzis, Melvin L. Smith; 22 Developing leadership competencies through 360-degree feedback and coaching - John W. Fleenor, Sylvester Taylor, and Craig Chappelow; 23 Using 360-degree feedback for talent development - Michael Haid; 24 Coaching leaders for corporate social responsibility - Deb Jacobs and Mayra Hernandez; 25 Integrating coaching, training, and development with talent management - Kaye Thorne; Making compensation an integral part of your talent management program; 26 Driving success through diferenciation: compensation and talent management - Andrew S. Rosen and Jodi L. Starkman; 27 Rewarding your top talent - Mel Stark and Mark Royal; 28 Using long-term incentives to retain top talent - Paul Conley and Dan Kadrlik; 29 Fostering employee involvement and engagement through compensation and benefits - Gerald E. Ledford; Part IV Using talent management processes to drive cultures of excellence; Theme 1: Using talent management techniques to drive culture; 30 Establishing a talent management culture - David C. Forman; 31 Linking culture and talent management - Andy Pellant; 32 Creating a culture of success: what every CEO needs to know - Owen Sullivan; 33 Using onboarding as a talent management tool - David Lee; 34 Employee engagement and talent management - Deborah Schroeder-Saulnier; Theme 2: Targenting cultures that create competitive advantage for your organization; 35 Crafting a culture of creativity and innovation - Fredricka K. Reisman, and Theodore A. Hartz; 36 Building a sustainability culture through employee engagement - Max Caldwell and Denise Fairhurst; 37 Unleashing talent in service of a sustainable future - Jeane Wirtenberg; 38 The role of ethics in talent management: how organizations ought to behave - Stephen F. Hallam, and Teresa Alberte Hallam; 39 Collaboration: getting the most out of informal connections - Robert J. Thomas and Yaarit Silverstone; Theme 3: Making diversity part of your competitive advantage; 40 Creating competitive advantage through cultural dexterity - Reginald F. Butler; 41 Building a reservoir of high performance and high potential women - Molly Dickinson Shepard and Nila G. Betof; Part V Using talent analysis and planning techniques to enhance your talent management program; 42 Multiplying talent for high performance - David Smith and Elizabeth Craig; 43 Workforce planning: connecting business strategy to talent strategy - Ed Newman; 44 Using workforce planning as part of a talent management program - Robert Conlon, E. Michael Norman, and Aaron Sorensen; 45 New tools for talent management: the age of analytics - Haig R. Nalbantian and Jason Jeffay; 46 The role of line managers in talent planning - Rick Lash and Tom McMullen; 47 Making recruiment part of your talent management process - Randy Jayne; 48 Making outplacement part your talent strategy - Tony Santora and Melvin Scales; 49 Developing talent management information systems - Craig M. Berger; 50 Implementing an automated talent management system - Guy Gauvin; Part VI Innovative thinking tha can shape your organization's approach to talent management; 51 Rethinking talent management using a people equity framework - William A. Schiemann; 52 Marshalling talent: a collaborative approach to talent management - Dave Ulrich and Michael Ulrich; 53 The global state of talent management - David C. Forman; 54 A model for talent manager excellence - Marc Effron and Jim Shanley; 55 Talent management leadership in government - Allen Zeman, Anne Kelly and Allan Shweyer; Index.
650 $aAdministração de Pessoal
650 $aInovação
653 $aCompetência humana
653 $aCriatividade
653 $aDesenvolvimento de talentos
653 $aDesenvolvimento humano
700 1 $aBERGER, D. R.
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Registro original: |
Embrapa Unidades Centrais (AI-SEDE) |
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Registro Completo
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Biblioteca(s): |
Embrapa Agricultura Digital. |
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Data corrente: |
22/11/2019 |
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Data da última atualização: |
22/11/2019 |
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Tipo da produção científica: |
Artigo em Periódico Indexado |
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Circulação/Nível: |
A - 2 |
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Autoria: |
OLDONI, L. V.; CATTANI, C. E. V.; MERCANTE, E.; JOHANN, J. A.; ANTUNES, J. F. G.; ALMEIDA, L. |
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Afiliação: |
LUCAS VOLOCHEN OLDONI, INPE; CARLOS EDUARDO VIZZOTTO CATTANI, Unioeste; ERIVELTO MERCANTE, Unioeste; JERRY ADRIANI JOHANN, Unioeste; JOAO FRANCISCO GONCALVES ANTUNES, CNPTIA; LUIZ ALMEIDA, INPE. |
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Título: |
Annual cropland mapping using data mining and OLI Landsat-8. |
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Ano de publicação: |
2019 |
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Fonte/Imprenta: |
Revista Brasileira de Engenharia Agrícola e Ambiental, Campina Grande, v. 23, n. 12, p. 952-958, 2019. |
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DOI: |
http://dx.doi.org/10.1590/1807-1929/agriambi.v23n12p952-958 |
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Idioma: |
Inglês |
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Conteúdo: |
ABSTRACT: In the state of Paraná, Brazil, there are no major changes in areas cultivated with annual crops, mainly due to environmental laws that do not allow expansions to new areas. There is a great contribution of the annual crops to the domestic demand of food and economic demand in the exports. Thus, the area and distribution of annual crops are information of great importance. New methodologies, such as data mining, are being tested with the objective of analyzing and improving their potential use for classification of land use and land cover. This study used the classifiers decision tree and random forest with Normalized Difference Vegetation Index (NDVI) temporal metrics on images from Operational Land Imager (OLI)/Landsat-8. The results were compared with traditional methods spectral images and Maximum Likelihood Classifier (MLC). At first, seven classes were mapped (water bodies, sugarcane, urban area, annual crops, forest, pasture and reforestation areas); then, only two classes were considered (annual crops and other targets). When classifying the seven targets, both methods had corresponding results, showing global accuracy near 84%. NDVI temporal metrics showed producer?s and user?s accuracy for the annual crop class of 86 and 100%, respectively. However, if considering only two classes, the NDVI temporal metrics reached global accuracy of near 98% and producer?s and user?s accuracy above 94%. |
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Palavras-Chave: |
Árvore de decisão; Data mining; Decision tree; Métricas temporais de NDVI; Mineração de dados; NDVI temporal metrics; Random forest; Séries temporais. |
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Thesaurus NAL: |
Normalized difference vegetation index; Time series analysis. |
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Categoria do assunto: |
X Pesquisa, Tecnologia e Engenharia |
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URL: |
https://ainfo.cnptia.embrapa.br/digital/bitstream/item/205238/1/AP-Annual-cropland.pdf
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Marc: |
LEADER 02446naa a2200313 a 4500
001 2114915
005 2019-11-22
008 2019 bl uuuu u00u1 u #d
024 7 $ahttp://dx.doi.org/10.1590/1807-1929/agriambi.v23n12p952-958$2DOI
100 1 $aOLDONI, L. V.
245 $aAnnual cropland mapping using data mining and OLI Landsat-8.$h[electronic resource]
260 $c2019
520 $aABSTRACT: In the state of Paraná, Brazil, there are no major changes in areas cultivated with annual crops, mainly due to environmental laws that do not allow expansions to new areas. There is a great contribution of the annual crops to the domestic demand of food and economic demand in the exports. Thus, the area and distribution of annual crops are information of great importance. New methodologies, such as data mining, are being tested with the objective of analyzing and improving their potential use for classification of land use and land cover. This study used the classifiers decision tree and random forest with Normalized Difference Vegetation Index (NDVI) temporal metrics on images from Operational Land Imager (OLI)/Landsat-8. The results were compared with traditional methods spectral images and Maximum Likelihood Classifier (MLC). At first, seven classes were mapped (water bodies, sugarcane, urban area, annual crops, forest, pasture and reforestation areas); then, only two classes were considered (annual crops and other targets). When classifying the seven targets, both methods had corresponding results, showing global accuracy near 84%. NDVI temporal metrics showed producer?s and user?s accuracy for the annual crop class of 86 and 100%, respectively. However, if considering only two classes, the NDVI temporal metrics reached global accuracy of near 98% and producer?s and user?s accuracy above 94%.
650 $aNormalized difference vegetation index
650 $aTime series analysis
653 $aÁrvore de decisão
653 $aData mining
653 $aDecision tree
653 $aMétricas temporais de NDVI
653 $aMineração de dados
653 $aNDVI temporal metrics
653 $aRandom forest
653 $aSéries temporais
700 1 $aCATTANI, C. E. V.
700 1 $aMERCANTE, E.
700 1 $aJOHANN, J. A.
700 1 $aANTUNES, J. F. G.
700 1 $aALMEIDA, L.
773 $tRevista Brasileira de Engenharia Agrícola e Ambiental, Campina Grande$gv. 23, n. 12, p. 952-958, 2019.
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Embrapa Agricultura Digital (CNPTIA) |
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