Enhancing Institutional Performance through Talent Management

Introduction:

The need to develop effective and comprehensive talent management strategies in line with their strategic goals has become more important for organizations in recent times. These strategies must be developed without interfering with other HR processes.

This particular Strategic Talent and Performance Management course is intended to give HR Professionals insight into talent management systems and a deeper understanding of its essential tools and techniques, assisting them in developing their own customized organizational talents.

Objectives:

Upon completing this Strategic Talent and Performance Management course, participants will be able to:

• Identify the key elements that make up talent management.
• Design an efficient process of managing talent.
• Link successful people management practices with organizational success.
• Select, keep, improve, and advance star performers.
• Implement measures like coaching, training, and development to grow exceptional talent.
• Integrate compensation strategies with talent management for retaining high performers.
• Comprehend the relationship between IT support systems for human resources (HRIS) and talent management.

Training Methodology:

• Workshops
• Case Studies
• Simulation and Role Play
• Expert Panels and Question Answering Sessions
• Break-Out Groups and Brainstorming
• Experiential Exercises
• Coaching and Mentoring
• Application of Talent Software Management Systems
• Putting Theory into Practice
• Giving Feedback and Evaluating Performance
• Self-Assessment and Reflective Learning Process

Course Outline:

Unit 1: The World of Poachers

• Talent wars.
• The war for talent.
• HR department’s victories.

Unit 2: Proactive Talent Management

• Six HR conditions for organizational success.
• Defining PTM.
• The role of proactive talent management in facilitating organizational excellence.
• How to design a PTM system?

Unit 3: Foundations of a Proactive Talent Management System (PTMS)

• Competences.
• Performance management systems.
• Performance appraisal/potential forecast.

Unit 4: Forces That Shape Talent Management

• Best practices for high-performance management systems.
• Workforce value proposition (WVP).
• Demographics.
• Evolution of the HR manager’s role from administrative to strategic advisory function within organizations (Javidan, Steers, & Hitt, 2008).
• Institutional adjustments necessary due to talent crises in modern companies (Reilly et al., 2015).
• Leader development in leading corporations such as Coca-Cola, P&G, GE, etc.

Unit 5: The Performance-Potential Grid

• Developing systems that can be used to identify, develop, and keep good employees.
• Integrating coaching, training, and development in talent management.
• Optimizing investment in people.

Unit 6: Putting Compensation into Talent Management Plan

• Aligning compensation with talent management strategies.
• Paying off high-performing staff members.
• Tying competences, performance, and pay to each other.
• Use of long-term incentives for keeping the best employees on board.

Unit 7: Conclusion

• Objectives for a talent management system – design phase.
• Hangover transfer – implementation phase.
• Critical issues in implementing a talent management program