As a senior leader in your organisation you know the importance of Strategic Talent Management: that is, ensuring that you have in place the systems to deliver the right people in the right roles, working together in pursuit of the right goals - and each going on to fulfil their maximum potential.

But here’s the question: how do you measure talent? (You can't manage what you can't measure.) And how objective, reliable and operational is that data?

Can you, for instance:

• look at two of your people from different parts of your organisation and compare their strengths or understand how well they would work together on a particular project?
• tell in which areas an investment in someone’s development would yield big returns, and where it would more likely be wasted effort?
• intentionally increase the ratio of star performers in a particular role?
• successfully bring off large scale change projects (or M&A) by working with the grain of your organisational culture?
• increase the accuracy and retention rates of new recruitment and save money in the process?

This Day Programme for HR Directors and Senior Decision Makers allows you to experience, first hand, a practical, reliable, cost-effective approach to Strategic Talent Management, as used by such global giants as Wal*Mart and Boeing and available to you in partnership with Elaura. Let us emphasise however that this is a practical workshop on talent management for senior executives, not a six hour sales pitch. Even if you choose never to use our services in the future, you will come away with valuable personal information to help you manage your own career more effectively and a basket of ideas to transform the way talent is managed in your organisation. We guarantee your satisfaction.

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What's on offer? The Day Programme comprises three broad areas:

1. Personal and Professional Development
2. Team Performance and Interaction
3. A Systems Approach to Talent Management

1. Personal and Professional Development: prior to the day, we will ask you to complete an online questionnaire (typically 30-40 minutes work). We will then send you a personal report that will help you manage you career more effectively and arrange an hour-long session by phone to explore the implications and opportunities for you. Not only will you benefit, but it will also demonstrate the power of this approach for your senior colleagues.

 

2. Team Performance and Interaction: we are going to commence our day together by participating in a workshop model we call "No Signal: understanding the space aliens in your life". We have successfully deployed this workshop to a wide range of our clients over the past 5 years (everyone from Senior Management Teams in local authorities to call-centre and customer-service teams). Behind the title lies some serious intent in the way of helping teams value the power of difference and complementary gifting; as we shall see, it also offers managers the chance to diagnose whether a team's focus is internal or external, and how to maintain the latter. (As you will appreciate, learning to work more effectively as a team can be self-defeating if the team becomes its own focus). Once again, we also expect there to be learning of value to you personally.

3. A Systems Approach to Talent Management: After lunch we will give you an overview of each of the following and then undertake worked examples as a group on two or three of them (you will be able to indicate interest in specific items). We will also give you a business case for each of these approaches.

• Improving your recruitment selection services: a high-level view of key issues including: write a better job ad, the power of outcome oriented job descriptions, shortlisting better candidates, effective use of profiling, and how to ask smarter questions at interview.
• Using benchmarking to increase your star ratio: an approach to identifying the distinctives that mark out the great performers from the averagely good - and then recruiting for those distinctives.
• Mapping your organisational culture: without suggesting that organisational culture is deterministic, it is far more dependent upon who is in which roles than is often realised. Simply setting out to "change the culture" is doomed to failure without a good map; we will show you how to give organisational change programmes the best chance of success.
• Making M&A work: once you can map the culture in one organisation, you will see the power in being able to map and compare the cultures of two organisations which are coming together. This approach also opens up a whole range of new objective data when it comes to making staffing decisions in the new "merged" organisation.
• Retaining the people you most need, in the right places: performance reviews and development plans designed to get people to deliver their optimal contribution.
• Workplace interventions: a positive approach to diagnosing and remediating relational breakdowns between managers and reports or between peers.
• Stress management: increase managerial insight and employee empowerment with regard to this thorny issue.
• Project team selection: whether it is launching a new product line or improving an internal process, how can you make better decisions on project team composition?

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Registered Office / Postal Address: Holmhurst Cottage, Southra, Dinas Powys, CF64 4DL, UK.