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Talent & Succession Planning Management


Talent & Succession Planning Management

Organisations have always been focused on basic talent management :acquiring, hiring and retaining talented employees. To drive optimal levels of success, business leaders need engaged, high-performing employees. The key to inciting a workforce to greatness is to align your talent management programme and practices with company strategy, define consistent leadership criteria across all functional areas, and identify specific competencies to cultivate for continuing growth.

Business leaders who implement the optimum talent management processes are more prepared than their competitors to compete in the global economy and capitalize quickly on new opportunities. True success is only available when companies do more than adapt to long-term trends; they must be able to anticipate and jump on new opportunities before the rest of the market. A strategic talent management plan allows you to better achieve this.

This workshop will show you the way to easily learn key concepts & proven practices, adapt to your organisation needs and apply it through the help of your key stakeholders. You will acquire talent management analytical tools, templates and case studies to facilitate the transfer of knowledge to actual implementation.

Learning Objective:
After the training, learners will be able to:
Understand the nature of talent and its competitive advantage to the organisation.
Describe the talent management key phases
Describe a range of tools to conduct individual and multi-rater assessment
Distinguish between performance and potential, and determine the components for measuring potential
Determine competency gaps and development opportunities for critical positions
Simulate a talent identification exercise
Implement a succession planning programme
Identify success criteria and develop a tracking mechanism

Learning Outline:
Strategic Agenda
Talent management in a changing world
Clarify the business leaders’ expectations and preferences
Establishing a plan that is aligned to business needs and values
Stakeholders ownership and responsibilities
Define Competency Model

Establish competency models by hierarchical level or by department
Identify core and leadership competencies
Provide a blueprint of what talent to build at present and in the future
Conduct Assessments

Talent defined through abilities, aspiration and engagement
Conduct individualized, multi-rater, full-circle assessments
Determine gaps between what competencies an individual currently possesses and what he or she should possess to be successful
Performance and Potential Assessment

Link performance management to talent development
Establish a means by which to assess individuals for advancement
Application of the performance and potential managerial grid
Gap Analysis

Prepare a workforce planning
Establish a means of regular, ongoing individual development planning
Setting streched goals to devise a plan to narrow those gaps and prepare for the future
Individual Development Plans

Develop smart people with the 70-20-10 learning strategy
Steps in the implementation of the invidiual development plan
More effective methods in accelerating high potential employees
Individual & Organizational Accountability

Establish individual and organizational accountability for systematic succession planning effort
Steps in the development of a succession plan and pitfalls to avoid
Assessment of organisation readiness in the succession planning
Measure & Evaluate Results

Identify key business objectives and measures
Evaluate the results of the overall talent management agenda
Continuous improvement in the talent development and succession plans

Who Should Attend:
A must for all who have responsibilities in the learning and development of staff. Especially L&D and HR Managers, HR business partners, Heads of function and line trainers.

Profile of Trainer:
Arnold has over 20 years of organization development critical experiences while working in global organisations with a strong Pan Asian presence. He has lead several strategic initiatives ranging from HR transformations, Talent Management Systems to M&A integrations in this region. While at Standard Chartered Bank, he was a lead facilitator for their global leadership programmes. As a certified Gallup strengths coach he engaged senior managers and high potentials to help them discover their signature themes and align them to business priorities.

Arnold has over 15 years of teaching/facilitating experiences. Coupled with over 20 years in the corporate world he is able to incite lively discussions both in and outside the classroom. His workshops are punctuated with vivid practical examples and anecdotes. Having taught in several learning institutions in Asia, his delivery style is highly stimulating and strongly encourages learner participation.

Arnold holds an MBA from University of South Australia and a BBA with Distinction from the Royal Melbourne Institute of Technology (RMIT). He is a fully certified strengths coach by Gallup (USA), Skills for Empowered Workforce by DDI (USA), Leading Project Teams by Cegos (France) and Six Sigma Belt Black (Spore).

2 Days (14 hours)

Other Information:
Note: SkillsFuture + UTAP Fundings available

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