23 - 27 Jun 2025
Amsterdam (Netherlands)
Hotel : Grand Hotel Amrâth Amsterdam
Cost : 5250 € Euro
Two quotations that will show you the value of this program:
“Good people produce 40% more than average people” (Chartered Institute of Personnel and Development 2008)
“A good employee is 50 times better than an average employee.” Steve Jobs CEO and owner of Apple
That is the real reason for talent management and ensuring talent is attracted to your organization and that you provide the right environment, including pay structures, for talent to thrive and fully contribute to your organization. This new and exciting program will cover all the areas needed to help you set up a talent powerhouse from strategy differentiation to succession planning and all the steps necessary to make it happen. Delegates will be able to use the new (2008) talent pipeline model, and receive a copy for their use in the workplace.
If you’re still not convinced - one final quotation from Jim Collins author of “Good to Great” “People are not your most important asset. The right people are”
PRE-REQUISITE
Delegates attending should bring with them their current organization's Vision and Mission statements.
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 organizational 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 organizational shape for talent
Know and be able to take action on the principal reason for talent leaving the organization
Focus training and development on running programs 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
This interactive program will use a variety of current case studies and DVDs to explain key learning principles. There will also be group work to enable learning to take place in a relaxed and friendly environment.
Each delegate will get an A3-colored talent pipeline process map.
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 organizational 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 - a 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 talented, 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 differently - case study
So what about more average companies - group work and case studies (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 centers, 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
Why performance appraisal reports are not a good method for selection
First approach - the talent pool method - case study
The second approach - the individual selection approach
Third method - external recruitment and headhunting
Review of Day 5