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. Participants will be able to use the new talent pipeline model and receive a copy for their use in the workplace.
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 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
Managers, Supervisors, and Team Leaders
HR Professionals
Talent Management Specialists
HR Team Leaders
HR Managers
HR Business Partners
Line Managers
Persons who want to get new knowledge to enhance their skills
The business case for talent management
The strategic focus needed to create the environment for talent management
The new 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
Systems needed - Pay, rewards, and bonus systems
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 talent, average, and poor performers
Leadership, not management gets the best from talent
What company has been voted America’s most popular place to work five years in succession?
An examination of what Google does different - case study
What about more average companies - case study
Advertising techniques to attract the best
Appropriate screening processes - testing - personality profiling, assessment centers, and how the traditional interview needs to change its focus.
Techniques for talent management training and development - use of learning agreements
The key reason for losing talent
Why performance appraisal reports are not a good method for selection
The first approach - the talent pool method
The second approach - the individual selection approach
Third method - external recruitment and headhunting
Corporate social responsibility (CSR) is a management concept whereby companies integrate social and environmental concerns into their business operations and interactions with their stakeholders. CSR has been considered an efficient marketing tool for gaining the competitive advantages a company needs in order to be on top in the context of the current hyper-competitive environment.
You will learn vital skills for managing and creating content in this course. To help you establish a social media presence, you'll learn how to craft compelling social media posts and how to develop a powerful brand. Additionally, you'll discover how to create an ongoing procedure for handling your content. A content calendar should be created, postings should be managed and moderated, data should be analyzed for insights and iteration, and post effectiveness should be increased.
Are you under pressure from an ever-growing task list, conflicting demands and constantly changing priorities? Productive working practices are valuable skills in today’s work environment. Competition is intense and companies need people who can organize their time effectively, collaborate with others to achieve goals, and who constantly strive to better meet customer and stakeholder needs.
This popular course will support you to develop practices and techniques to manage this pressure proactively, allowing you to meet deadlines and deliver against your objectives. You will also develop skills in working well with others to ensure success.
The 5-Day Mini MBA is a unique distillation of the skills that need to be acquired in order to be considered successful in modern business. Not everyone is able to devote a year or two of their time to studying for a Masters in Business Administration, but in an age of rapid change in a highly competitive environment, it is crucial to have a thorough understanding of the issues involved in the smooth and successful running of a business. The 5 Day Mini MBA Leadership & Management Masterclass is a highly intensive training course covering all the usual subjects associated with an MBA. In 5 days, a delegate will learn what normally takes a year of full-time study. The Mini MBA course is designed to provide delegates with comprehensive knowledge of fundamental, proven strategies taught as both an academic and practical exercise. As a result, the course will provide a comprehensive understanding of the skills and knowledge that will be required for any person to further develop their business knowledge and skills and even to prepare them for actual formal study for an MBA. The course is designed to be delivered either as an “In House” class for an organization’s directors and senior management or as a public class where delegates from a number of companies can learn both from the course and from one another and exchange ideas and best practice.
Large capital-intensive projects in the oil and gas industries require substantial - and mostly risky - investments in the acquisition, exploration, and subsequent operation and maintenance of new organizational assets.
The decision of whether or not to invest in new capital projects in the oil and gas industry starts with critical decisions during the exploration phase of new development or the expansion of an existing field. The decision-making tools used to analyze project risk under conditions of uncertainty will help companies to determine the probability of success or loss and will drive the decision to develop or abandon the well.
Crisis management is concerned with responding to, managing, and recovering from an unforeseen event. Risk management is concerned with identifying, assessing, and mitigating any activity or event that could cause harm to the business. Risks can be strategic or operational in nature. A business continuity plan (BCP) is a process that outlines the potential impact of disaster situations on business operations. It creates policies that respond to various situations to ensure a business is able to recover quickly after a crisis.