Talent Capability and Performance Development

Since it was brought to light by McKinsey's War for Talent report nearly 20 years ago, the importance of talent management has been steadily increasing. This applies during the last year or so as well - the nature of talent management may have shifted, but it is just as, and probably even more important than before.

Organisations now need to differentiate their talent more clearly - they need to know who to invest in and why. And rather than focusing on recruitment, they need to develop and retain the talent they already employ.

This trend has also been supported by other research, for example, in the Harvard Business Review article, "the Risky Business of Hiring Stars" (Groysberg, 2004), which suggested that when companies hire stars their lustre tends to fade, the group's performance slips and the company's valuation suffers. Therefore, companies are better off keeping and progressing talent than buying them.

So it is the people identified as talent who are going to drive their organisations through the current difficulties and beyond. But many of them may not be planning to stay! So how do you retain this critical resource?

Generating superior business performance in difficult times calls for innovated and integrated approaches to talent management (for example, actions to develop talent need to be supported by strategies to reward and engage, so that those we have invested in will stay.) Attend this workshop to learn how to redesign and update talent management for today's context and your organisation s specific challenges and opportunities.

Learn how talent can be developed in a way that helps drive the success of your HR strategy and organisation. In addition to the interactive learning modules, this event will also be showcasing case studies and up-to-date thinking from around the world.

About the trainer:

Jon Ingham ,Executive Consultant of Strategic Dynamics Ltd

Jon Ingham is based in the UK but consults globally to help organisations gain more impact from their investments in people management and development.

His work with clients often focuses on developing new capabilities (primarily human and social capital) as vital sources of competitive advantage.

It is this focus on social capital that has led to Jon's broader interest in social media. He uses social technologies himself extensively and has also worked with a range of clients helping to integrate social media into their HR and organisational management processes, particularly within recruitment, learning and communication. In these projects, Jon works with his clients to implement the new technologies, processes and cultures that are required in this change