One day interactive workshop delivered in the snow to an audience of HR professionals, recruiters and line managers from predominantly the private sector.
2. Contents 3-4 Introduction to Fluid 5-6 At the beginning 7-8 Key to good talent management 9-11 Pitfalls 12-15 Developing future leaders 14-15 Give feedback, get back performance 16-17 When key talent becomes demotivated 18-19Ensuring talent management is not ageist 20-21 Exercise A 22-25Real-life example 26-28 Managing career development 29-30 What attracts the best people? 31-32 …and what makes them stay? 33-34 Managing top talent 35-37 Get YOUR talent noticed 38-40 Global talent shortage 41-43 Main skills lacking where skills shortage vacancies were identified 44-45 Top 10 difficult positions to fill 46-47 Exercise B 48-49 Case studies 50-51 Exercise C 52-53 Conclusion and questions
24. Ensure there is greater organisational clarity on the capabilities that underpin successful performance. This ensures the development processes are aligned against a common goal of growing the right capabilities to achieve and sustain organisational performance.
25. So you know where tomorrow’s leaders will come from, focus on the transition you are looking to help individuals make. Be clear about the specific challenges that particular groups of functional experts will face once promoted, and focus in assessing and developing these. Make sure individuals truly want to make the transition and that they are ready.Developing future leaders 1 of 3
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27. Put in place processes to enable ongoing development. Mentorship, action learning and specific ‘on the job’ experiences are particularly beneficial.
28. Involve your leaders as assessors. The skills they apply and hone during the process are invaluable in building the wider leadership capability of the organisation by developing leaders as coaches.Developing future leaders 2 of 3
54. Amey is a support services provider managing infrastructure ad business services including motorways, parts of the London Underground and council services.
57. The Talent Tracker initiative was launched to: support strategic resource planning including succession planning, improve internal recruitment rates and provide focused career development for employees
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59. In the first year there were more than 500 applications to the scheme, and 290 people attended assessment centres.
60. Forty were identified as Fast track, and receive dedicated support from the Talent Manager (who manages their career for 24 months).
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64. Use a career mapping tool to give employees a sense of control over their career development, especially the self-diagnostic section if one exists.