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War for talent In today’s globalized business environment

Course Overview

In today’s globalized business environment, although managers and organizations recognize the importance of the effectiveness of managing human capital, firms are yet to understand the process that leads to the appropriate implementation of HR policies and practices.

Organisations know that they must have the best talent in order to succeed in the hypercompetitive and increasingly complex global economy. Few organisations today have an adequate supply of talent. Talent is an increasingly scarce resource, so it must be managed to the fullest effect.

Are today’s leaders able to do more with less? The A-players can, and there should be a strategic emphasis on keeping those leaders—and developing their successors. Many organisations are reducing their workforces, but let’s be careful not to cut so deep that talent is scarce when the economy rebounds.

Your Key Talent is Your Organisation’s Sustainable Competitive Advantage

The ability to effectively hire, retain, deploy, and engage talent—at all levels—is really the only true competitive advantage an organisation possesses. The supply of leadership talent is critical to any organisation’s prosperity and is, therefore, a central element of talent management. The increasing trend of growing leaders from within is based on a dawning realisation that a popular alternative for acquiring talent—poaching key people from competitors—ultimately leads to frustration.

Talent Management can be defined as a mission critical process that ensures organisations have the quantity and quality of people in place to meet their current and future business priorities. Integrated Talent Management has never been more of an immediate concern than it is right now.

Integrated Talent Management

Figure 1: Integrated Talent Management Framework

Integrated-Talent-Management-Framework

Reference: Sattar Bawany (2014), “Winning the War for Talent 2.0 in Asia Pacific” in Talent Management Excellence, Issue 01.14 (January 2014).

The CEE Integrated Talent Management Framework (See Figure 1) consist of the following elements:

  1. Talent Acquisition: Proactively recruiting world-class, diverse leadership talent and providing on-boarding support for them to accelerate their assimilation into their roles.
  2. Talent Development: Developing and executing learning and development programs, processes & assessment tools to grow current and future leaders
  3. Performance Management: The process of creating a work environment in which people can perform to the best of their abilities.
  4. Succession Planning: towards developing a leadership pipeline or assuring near-term leadership continuity by thoughtful consideration of the availability, readiness, and development of internal talent (including High Potentials) to assume critical “priority” leadership roles.
  5. Talent Engagement: Identifying the level of engagement of employees to optimize their contribution and reduce attrition as well as to enhance retention.
  6. Organisational Results: Achieving favourable and desired results is obviously the ultimate outcome expected out of any effective integrated talent management system. The climate is impacted by a values-driven leadership team.

Course Outline

Session Outline/Activities
1. Introduction
  • Experiential Learning: The ‘S.C.O.P.E.’ Approach
  • Group Discussion: The State of Talent Management in Today’s Organisations
  • Eight Talent Management Questions CEOs and Business Leaders Should Ask
  • What is Human Capital & Talent Management?
2. Understanding Human Capital and Talent Management
  • Group Review: Best Practices on Talent Management Strategies: Seven Keys to Effective Talent Management
  • Business Strategy Oversight, Accountability and Execution
3. Increasing the Accountability for Talent Management
  • Group Exercise: Important Talent-related KPIs
  • Improving Oversight of Talent-related risks
4. Planning for Succession
  • Assessing Competencies of Future Leaders
  • Retaining mission-critical and High-Potential Talent
  • The GROW Model for Coaching your Key Talents
5. GROW Your Talent with Managerial Coaching
  • The Essentials Skills for Managerial Coaching
  • Skill Practice: Role-Play on Experiential Coaching Practice using pertinent Case Scenarios
  • Self-Reflection and Summary
6. Summary & Action Plan
  • Individual Exercise: Development of SMART Personal Action Plan
  • Conclusion and Checking-Out

Learning Outcomes

In this Masterclass, you will learn tactics and approaches that can be used in developing your managerial skills in talent management within your organisation.

This Masterclass will provide you with a foundation of knowledge that will enable you to:

  • Understand the best working practices in talent management and retention strategies
  • Be able to ensure your company wins the race for the best talent
  • Develop the skill-sets of the existing talent pool as the key to success in retention
  • Develop an effective strategy for employee attraction and retention
  • Be able to use emotional intelligence to improve retention of top performers
  • Be able leverage on managerial coaching to lead and engage a multigenerational workforce
  • Develop a SMART Action Plan for developing their effectiveness in Talent Management

Modes of Teaching and Learning

This workshop will employ interactive methods of teaching, including the use of video materials, published literature and articles, case studies, etc.