Friday 10th
13:45 – 17:00
Introduction to Talent Management in the Workplace
Gene Johnson, Working Matters Ltd
Maximum Capacity 20
Summary
This workshop provides an introduction to and overview of talent management concepts, practices,
and tools as used in the workplace. It is intended for recent graduate or entry-level OPs. Talent
management terminology and concepts, (e.g., leadership pipeline, HiPo), processes such as selection
and identification, development, deployment, and engagement, and tools will be included.
Body
Investing in the future of the organisation: The workshop provides a practice-based perspective into
attracting and managing talent. Inherent in talent management is a future-focus, i.e., the
identification of those with potential to succeed in the future and to take on leading roles. It serves
to aid delegates to better understand how talent management supports organisations' business
strategies and future leadership.
Although both themes are relevant, in that this workshop is more about OP practice and not an
evaluative paper on talent management per se, I think it is more apt for the Future of our Profession
stream.
Workshop Details
What is novel or unique about this workshop? Most training we receive in occupational psychology
is 'practice unidimensional.' That is, we learn about a practice area in isolation, such as a given
personality tool or assessment centres. The world of work doesn't work like that. This workshop
looks at an HR practice area from the perspective of a talent manager, and explores concepts and
practices across leadership, selection, placement, development, and engagement.
What aspects will delegates find most informative and stimulating? Delegates will find most
interesting that which is deceptively simple and that which is somewhat more sophisticated. There
are a few practices in every-day talent management that are not 'rocket science'; the 9-Box Model, a
simple 3x3 matrix of performance by potential, is a great example, and delegates will be surprised at
how powerful such a simple tool can be when used appropriately. Delegates will also be stimulated
by some more sophisticated research directions, including the use of learning agility as a core proxy
for potential and other instruments that purport to assess potential.
What materials will delegates receive? Delegates will receive a hardcopy workbook to work from
during the session. They will also receive an electronic copy of the slides. Where possible, copies of
psychometric measures of potential will be distributed.
Preferred duration. I would like a 'feature-length' or CPD workshop duration, which I understand to
be half-day on Friday. I will be condensing a full-day workshop down to half its length to
accommodate this format.
Number of delegates. Minimum 8 delegates, maximum 30 delegates, optimum 20.
Physical requirements. A typical classroom set-up with groups of tables is fine. I will need a projector
and laptop.
Teaching & learning methods. The format is an interactive workshop. I will be showing many
practical tools. Where possible, delegates will work through the tools individually and in groups.
Group discussions will critique current practice, as well as the practicality of best practice. I will
follow adult learning principles, drawing upon the expertise in the room and encouraging sharing of
experience.
Target audience/Level of expertise. This is an introductory workshop, familiarising delegates with the
concepts, practices, and tools of talent management. Delegates will have had no or very little
exposure to talent management. It would suit recent graduate or entry-level OPs, or someone more
experienced in general with no background in talent management. The level of expertise is basic, as
it will cover a wide array of talent practice areas, techniques, and tools.
Accreditation/Certification. There is no accreditation nor certification for this workshop.
References
Bersin & Associates. (2009). HR Executive. Survey of 773 firms.
Corporate Leadership Council (CLC). (no date). Realizing the full potential of rising talent.
DeRue, D.S., Ashford, S.J., & Myers, C.G. (2012). Learning agility: In search of conceptual clarity and
theoretical grounding. Industrial and Organizational Psychology, 5(3), 258-315,
Hackett Group. (2010). Corporate report.
Kaiser, R.B., & Craig, S.B. (2004, April) What gets you there won't keep you there: Managerial
behaviors related to effectiveness at the bottom, middle, and top. In R.B. Kaiser & S.B. Craig (CoChairs), Filling the pipe 1: Studying management development across the hierarchy. Symposium
presented at the 19th Annual SIOP Conference, Chicago. Knowles, Holton, & Swanson, 2005
Knowles, M. S., Holton, E. F., & Swanson, & R. A. (2005). The adult learner (6th Ed.). Burlington, MA:
Elsevier Butterworth-Heinemann.
Korn/Ferry International (Lominger). Talent Engagement Architect. Promotional material.
Parry, E., & Tyson, S. (2007, June). UK talent report. Bedford: Cranfield School of Management,
Human Resource Research Centre.
Zenger, J.H., & Folkman, J. R. (2002). The extraordinary leader: How good managers become great
leaders: London: McGraw-Hill.