Talent Management Practitioner Program
Introduction
Since the publication of the “War for Talent” in 1997 by McKinsey consultants, Talent Management has been a major buzzword in the HR profession. A myriad of books on “Best Practices” have been written by numerous experts – many of whom we suspect have never actually implemented Talent Management systems and processes in real organizations. Any HR practitioner will understand this – A “Best Practice” may look Best on paper, but it is only valuable if you can turn it into an actual Practice.
This program is delivered by a HR practitioner who led the Talent Management function of regional bank for 5 years. Having rolled up his sleeves to introduce various Talent Management practices into a traditional organization, he will be able to explain the real challenges of implementing Talent Management. He will also be able to share with you actual war stories of successes and failures that he made – all in the spirit of helping you become more successful at implementing Talent Management practices within your own organization.
If all you want to do is to learn more about “Best Practices”, read a book. However, if you are serious about implementing Talent Management practices in your organization, then you should join us in this practical and interactive program.
Program Agenda
The topics and issues that we will discuss during this two-day program include:
Defining Talent
Talent Management starts with having clarity around the word “Talent”. What does your organization mean by “Talent”? What abilities and qualities are key to enabling your organization to achieve its strategic goals?
The Talent Management Framework
Based on your definition of “Talent”, the challenge is then to build a framework, supported by the right HR processes and policies, to develop your talent pool. How do you ensure that the framework is rigorous enough to support your Talent Management agenda, yet simple enough to be implemented organization-wide?
Assessing Talent
With a framework in place, the question then turns to Who is a Talent? How do you spot him/her? How do you put in place a structured and objective process to assess a person’s leadership potential? What kinds of methodologies and tools can you leverage on to predict a person’s future performance at the next level of leadership?
Developing Talent
Talent development is not just about training. It is about providing the person with the right experiences at the right time in his/her career. This requires careful planning and working in close partnership with business leaders and line managers.
Succession Planning
Succession planning is a very targeted form of Talent Management. It is about purposefully identifying individuals to assume specific leadership roles and developing them with that aim in mind. For this reason, it may be one of the most sensitive aspects of Talent Management. What key positions should be included in succession planning? How do you develop a succession planning process? Who should be involved in the process?
Learning Methodology
Besides lectures and group discussions, participants will learn through case studies and best-in-class self-discovery tools. A key aspect of this program is application. Our aim is to help participants to build a skeletal Talent Management framework for their organization by the end of the program. As such, it is imperative that participants come prepared to talk about the Talent Management issues and challenges within their organization.
Target Audience
This program is targeted at Human Resource, Talent Management and Organization Development professionals who need to build the leadership pipeline within their organization. The focus of this program is not to present you with more “new and exciting” concepts about Talent Management, but to enable you to take practical steps to effectively manage the talents in your organization.
