The Programme - Example from 2012
Programme Dates
- Module 1
May 2013
- Module 2
September 2013
- dates to be announced soon
| Overview |
- 2 weeks prior
Registration and pre-programme reading
Personal Objective Setting
- Module 1 (May), 2.5 days
Strategic Environment for Talent Sourcing and Retention
Intensive face-to-face (Weds - Fri)
- Individual Assignments
Personal Work on Organisational Challenge
Virtual interaction between programme director and participants
- Module 2 (Sept), 2.5 days
The Role of Leadership, Performance Management and Measurement
Intensive face-to-face (Weds - Fri)
|
Module 1 - The Strategic Environment for Talent Sourcing and Retention
| Day 1 - Wednesday |
- Welcome and Introduction
- Global and Future Trends
- Demographic trends - globally diverse and the implications
- Managing Tomorrow’s people - expectations and realities
- Generational issues including Gen Y and beyond
- Defining Talent
- Distinguishing between high potential, skilled experts and high performers
- Examining different organisational perspectives and good practice
- The Strategic Framework
- Why focus on talent?
- What are the business risks?
- Creating the talent mindset
- Shared accountability
- DINNER
- Evening work: Case Study - Review and discussion
|
| Day 2 - Thursday |
- A Holistic Approach to Talent Management
- The CEO Perspective
- The role of Brand
- The HR Value Chain
- The link between HR and performance
- The psychological contract
- Employee engagement and attitudes
- Why Should I Stay?
A PSF research study of what keeps talent and what does not
- LUNCH
- Reviewing the Effectiveness of Talent Management
- Measuring real business impact
- Increasing effectiveness
- A Global Case Study
The challenges of sourcing and retaining talent in a global environment - Practioner input (Roche)
- DINNER
Guest Speaker
|
| Day 3 - Friday |
- Creating Value Through Talent Sourcing and Retention
- Measuring Success (or failure) in Talent Management
- A review of what measures can be used, how effective they are and how they can be related to individual and business performance.
- Configuring HR Management to respond to talent needs
- The myth and reality of talent sourcing and retention in the emerging economies of Asia
- LUNCH
- Business Case Studies - The Talent Challenge
- Share and brainstorm issues on current and future talent challenges
- Establish mini virtual teams to share experience / support / counsel
- Shape potential assignments based on identifying one HR practice and its impact on talent and business performance
- Review, Next Steps and Close
Mini virtual teams will communicate regularly between modules with ‘tutor rain checks’ and VLE support
|
Module 2 - The Role of Leadership, Performance Management and Measurement
| Day 1 - Wednesday |
- Welcome and Introduction
Module overview and review of module 1
- Key Roles in the Talent Management Process
- Leadership
- Management
- HR
- The talent pool
- Strategic Workforce Planning
Planning for talent needs to execute business strategy
- DINNER
- Evening work/Learning from the company case studies
Presentations and discussion on company case studies
- Identifying key themes
- Challenges and successes
- Framework for the future
|
| Day 2 - Thursday |
- The Components of Talent and Performance
Resourcing:
- Career opportunities/succession planning
- Performance Reviews
- Development/mentoring
- - Strategic Compensation
- Talent and Reward
- Job challenge
- Job satisfaction
- Teamworking
- Involvement
- LUNCH
- A Good Practice Case Study
Learning from the experience of GE
- DINNER
Guest Speaker and Case Study
|
| Day 3 - Friday |
- People and Performance in Knowledge Intensive Firms
- The Lessons for Talent Sourcing and Retention
- LUNCH
- Creating the Learning Organisation
The values, behaviours and systems necessary to link Performance Management to Managing Talent for Competitive Advantage
- Programme Summary, Review and Close
|
