Managing Training and Development.
Introduction:
One of the biggest challenges facing our companies is attracting, deploying, developing and retaining our important people resource. In times of business turbulence, as organisations try to attract and retain the talent most likely to add value and differentiate themselves from others in their sector, developing their key people has become absolutely essential. No company can afford to lose its talented people – if it is to enhance its level of competitiveness in its market place.
This programme focuses on how we can best build your capacity to manage your talent base. We have developed this workshop to provide both people development specialists and line managers with up to date thinking and practice. It gives you the opportunity to work with the programme leader and fellow practitioners to discuss, refine and practice the skills, tools and approaches you need to make your company as a benchmark for best practice in the training and development of people.
Aim and Objectives:
The Aim of this workshop is to enable participating managers and specialists to enhance their ability to develop the people base of their organisation.
The Workshop Objectives are that by closure on Day 4, each participant will have
A sound awareness of and understanding of people development best practice
Used the workshop to learn from mini workshops and case studies, and well as from the experiences of other participants
Grown their personal skills in helping their people resource to develop and to enhance their contribution to their business areas
Produced a Development Plan for their own organisation
Additionally, produced an action plan which specifies the what, the how and the when of further necessary development for themselves
Approach and Style:
The programme will use a combination of input on best global best practice, case studies, breakout exploration exercises and an ongoing mini project. The latter will invite participants to identify a key strategic HR issue facing their organisation and, working in small teams, address the issue to produce recommendations for action.
Each participant will have the opportunity to relate their own level of competences to those required of world class HR practitioners.
As with our other programmes, each participant has the opportunity for contact with the programme leader before the final balance of the programme is produced, to identify specific areas of interest and need for them
The programme leader’s approach is stimulating, participative and based upon substantial experience in many business sectors in Europe, the Middle East, Asia and the United States. Chris has over twenty five years experience in assisting clients develop their people resource.
Market:
This workshop programme is highly relevant to those executives and managers who are focusing on growing the talent base of their functions as well as those with specific responsibility for the Learning, Training, Development, Talent and Career Management functions in their organisations.
Outline Content of the Programme:
Agreeing the Agenda
Reviewing the pre-programme work and agreeing the emphases and specific issues to be addressed
The Development Context
The internal and external factors forging the business case for
developing people in your company
The financial arguments – value added and investment wisely made
Introduction to global best practice
Managing the Training & Development Function
Training, Development, Learning or Education, which is it to be?
The development of learning activities, an historical perspective
The key activities, a systems approach to the function
Building the training model, connecting with corporate vision, mission and values
Training & Development Strategy
Development, individual identity or a part of HR?
The Learning Process
What is learning?
Building a learning log, connection with personal development plans
Assessing your own learning profile
The impact of style on the effectiveness of learning
Training & Development Needs
Your company’s need for human resource development
The relationship between individual and organisational training needs
Conducting a needs analysis, tools and techniques
Assessing your own needs and those for your organisation
Training Solutions
Distinguishing between and deciding on the components of your solution repertoire, considering your development resources
On/off the job, shadowing, job rotation, coaching, mentoring, courses and conferences, virtual development methods
Evaluating your Management of Learning
Building a score card for the training development activity
Setting aims and goals for development
Distinguishing evaluation from validation
Building Tomorrow’s Leaders
What do you need for tomorrow’s business
Developing leaders internally or externally – MBAs or grown from seed?
Connecting with your competency framework, your values set and working with your business models
Designing your own programmes, professional and management development
Monitoring progress
What to do with those who don’t make it
Developing Emotional Intelligence
What is EQ?
The role and nature of EQ in achieving business excellence
Growing EQ further and looking for applications
Techniques for helping those with emotional limitations
The role of the line manager-HR specialist in
HR – The Metrics, value creator or cost drain?
Value, the ultimate evaluator
Assessing human capital worth
HR as a Cost or as an investment
Balanced Scorecard s and HR
The Use of Consultants
Internal and external consultants, where and how to find them
Uses and abuses, what they bring and what they don’t bring to help address your needs
Coaching, Mentoring, Facilitating
The nature and contribution of coaching
Using a coaching model
The skills and tools of coaching
Distinguishing mentoring from coaching
The use of facilitation skills in the development of your people
Integrating coaching, mentoring and consulting
Talent Management
Identifying your company’s talent requirements
Finding and grooming your company’s talent, a framework for attracting and retaining your talent
Assessing the quality of internal talent; strategies, tools and techniques; the role of psychometrics
Coaching and Mentoring
Identifying potential; is there a role for high potentials?
Building pipelines for success
Career management and succession planning
Retaining our talent
HR as a Model for Excellence
The nature of HR Excellence
Sharing best practice across the organisation
Collaborating and network building
Moving towards virtual organisations
Producing an HR Charter; to what do we wish to commit ourselves?
Consolidating HR strategies, policies and actions
Development Action Planning
Preparing and Presenting a DAP for your own organisation
Connecting it with your overall
Personal HR Competence
Reviewing our own HR competences and relating them to the desired profile
Constructing your Personal Development Plan
June 22-25, 2010
Paris
Fee 3950 EUROS
August 02-05, 2010
Paris
3950 Euros
October 04-07, 2010
Nice
3950 Euros
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