Implementing an Integrated Talent Management Process

To understand the process and lessons learnt in implementing an integrated talent management process

  • The perfect talent storm
  • Business imperative for TM – top CEO agenda item
  • TM Framework for finding, growing and keeping talent
  • TM process and events  – how does it work in reality, talent reviews
  • TM tools – 9 box, leadership pipeline, criteria for talent (case studies)
  • Developing and retaining talent
  • Successes and Lessons learnt

Implementing a talent retention strategy

To understand the drivers of engagement and retention and how to develop and implement a retention strategy

  • Aligning retention with an integrated TM framework
  • Understanding motivation, engagement, commitment and retention
  • customising retention drivers and initiatives
  • Diagnostics to test actual drivers and impact of current and future initiatives – interviews, focus groups, surveys, best practice research
  • Talent segmentation
  • Prioritising initiatives and building a road-map for retention
  • Successes and Lessons learnt

Coaching to change behaviour and create personal empowerment and transformation

To explore the foundations of personal transformation and change and how the 7 aspects of self can either enable or disempower us in our quest to change our behaviour to achieve the work and life results we desire

  • Can you change someone?
  • Why sustainable change is so hard
  • What are the barriers and motivators for change
  • The 7 aspects of self that impact our ability to change
  • The personal transformation cycle
  • The personal transformation pyramid
  • Coaching tools for change
  • Guidelines for sustainable change

The X factor of Talent in business – based on the popular book by John and Debbie, “I am Talent”

To empower people to optimise their career and their potential by understanding what organisations are looking for and how to build your talent brand and capability to achieve success

  • What are the drivers in the world of work? What are your options to create value?
  • How can you find out who you are, what you want and how to optimise your personal effectiveness for a fulfilling life?
  • What are organisations looking for when they search for talent?
  • How can you build your distinctive value and personal brand?
  • How can you maximise your performance?
  • How can you fast-track your development?
  • How can you make the best career choices and make the most of transitions?

The Paradox Of Performance – Can You Have A High Performance Culture And A Great Place To Work?

This talk explores the interesting paradox of sometimes conflicting skills and characteristic of those leaders that are able to drive a high performance organisation and those that can create a great place to work.

  • The power of a paradox
  • The debates and stories we hear
  • The leadership capabilities required to drive a High Performance Culture – Innovative and strategic thinking, strategic alignment  and traction, structure and role alignment, talent management, change management, culture transformation
  • The leadership capabilities required to drive a High Engagement Culture -Transformational leadership, Engagement, Enablement, Empowerment, Leading high performance teams, Holding Crucial Conversations
  • Personality vs Capability – can a leader change his approach?
  • Getting it right

The value of HR as a Strategic Business Leader

This talk explores the strategic role that HR needs to play to build the culture, leadership, talent and skills to enable organisations to be successful AND to optimise the engagement and potential of their people- ultimately contributing to society.

  • Strategic business leadership – what does this mean?
    The art of the possible, definition of professional partnership, HR value proposition,  impact and legacy
  • Reality check – real life experiences with HR
    Challenges, capacity, attitudes, politics, team dynamics, integration
  • High performance AND high engagement – what is HR’s role?
    Frameworks and tools to assess  organisations on high performance and high engagement
  • A case study in playing a strategic business leader role with examples of processes, tools and outcomes
    • Strategy – vision, purpose, strategic intents, alignment, journey mapping
    • Culture – elements impacting culture, leadership brand, HR role in creating real sustainable culture change
    • Architecture – business models, structure, levels, roles, flexibility
    • Talent – attraction, identification, development, retention, talent forums, strategic talent management
    • Leadership – style (brand), competency standards, development, coaching
    • Change – planning and managing the change journey, being a change champion
    • Processes & roles – clarifying HR delivery processes and roles, managing expectations
    • Standards & metrics – measuring value and contribution
    • Building credibility as an HR strategic business leader

Culture, engagement and performance

This talk explores the topic of engagement and its link to performance, and they key ingredients required to engage people and build a culture of high performance and high engagement

  • The link between engagement and culture
  • Dimensions of a high performance culture
  • Engagement Meta-Studies – impact on people, performance and business metrics
  • How engaged are we – the bad news and impact of the engagement deficit?
  • Case studies linking engagement initiatives to performance
  • Engagement and the individual
  • Barriers to engagement
  • 4 critical enablers to engagement
  • What really motivates people?
  • 3 E’s of leadership to build engaging high performance workplaces