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PRE-REQUISITE

Delegates attending should bring with them their current organisation's Vision and Mission statements.

PROGRAMME OBJECTIVES

Build the business case for talent management to be part of the company’s strategic policy
Understand and be able to explain the value of a differentiation strategy
Use two models to aid in creating the right organisational framework to enable talent to thrive
Be able to demonstrate pay and remuneration processes that really work to create high performance
Use four techniques that will turn advertising and recruitment into a magnet for talent
Use the “stickers, movers and leavers model” to direct organisational shape for talent
Know and be able to take action on the principle reason for talent leaving the organisation
Focus training and development on running programmes that make a difference
Apply any of the three new approaches to succession planning to improve efficiency
Know and be able to explain what to do with non performers

TRAINING METHODOLOGY

This interactive programme will use a variety of current case studies and DVD’s to explain key learning principles. There will also be group work to enable learning takes place in a relaxed and friendly environment.

Each delegate will get an A3 coloured talent pipeline process map.

PROGRAMME SUMMARY

This masterclass will cover the full range of talent management form strategic design, though recruitment, development and succession planning. There will be ample opportunities for you to ask - and have your questions answered from our senior instructor who has a wide range of international experience in this area.

PROGRAMME OUTLINE

DAY 1 - The strategic decisions needed for talent management

Introductions and masterclass objectives
The business case for talent management
The strategic focus needed to create the environment for talent management
The new (2008) talent pipeline model
Does the current Vision and mission statement attract winners or losers? Team exercise
Getting the balance right - stickers, talent development and leavers
The talent cycle from strategy to organisational improvement
Review of Day 1

DAY 2 - The key mechanisms to make talent thrive

Systems needed - Pay, rewards and bonus systems - Sysco case study and DVD
Key features that attract talent, more than money
The need to start at the top - top down approach
Finding internal talent pools
Differentiation - an essential element. The 70-20-10 principal explained
Structure for maximum efficiency
Pay and rewards for talent, average and poor performers
Review of Day 2

DAY 3 - What do talent powerhouses look like?

Leadership not management gets the best from talent
DVD Johnsonville foods - by Tom Peters. Group discussion
What company has been voted America’s most popular place to work five years in succession? DVD and case study (and it’s not Google)
An examination of what Google does different - case study
So what about more average companies - group work and case study (Toshiba and Range Rover)
Review of Day 3

DAY 4 - The practice of getting, developing and benefiting from our talent management process

Advertising techniques to attract the best
Appropriate screening processes - testing - personality profiling, assessment centres and how the traditional interview needs to change its focus. This session will be reinforced with practical examples of what to look for and the tools needed
Techniques for talent management training and development - use of learning agreements
The key reason for losing talent - DVD and case studies
Review of Day 4

DAY 5 - Succession Planning - 3 new approaches

First approach - the talent pool method - case study
Second approach - the individual selection approach
Third method - external recruitment and head hunting
Review of Day 5

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Day 3

Day 4

Day 5

Training Methodology

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