This programme is offered as both on-site and public workshops.

Class: 2 day intensive classroom learning
Certificate: Talent Development Certificate
Pricing: Non-Member: R6, 995-00 Excl (Includes Professional Membership - R1, 200-00 in Value)
Pricing: Professional Member: R5, 995-00 Excl

• Accelerate the on-boarding process and lower the breakeven point for new employees
• Learn the new skills and competencies required by both leaders and managers in the new global, collaborative economy
• Create a replicable, systematic talent review process that is linked with development programmes embedded in executing the company's strategy and business goals.
• Put into action proven concepts and methodologies that attract the new talent required to prosper, engage talent so that they perform at their highest levels, and retain the talent needed to support business strategy

1. Retaining Key Performers
Global studies show that the two most important issues to CEOs today are their company's ability to acquire, as well as retain key people. Recruiters are well versed in acquiring talent, but in today's marketplace they also need to know more about what it takes to retain the best performers. Providing the latest research, best practices and practical tools to improve retention, this valuable workshop will help you and your organization understand these vital issues as they relate to the current recruiting environment.

2. Comprehensive and Effective On-Boarding (partial listing of content)
25% of Fortune 500 managers change jobs each year. The process of acclimating to a new job or new company is one of the most significant, yet unstudied factors in getting the best use of a company's talent. The first experience for an employee is just as vital as the first experience for a customer, and yet research suggests that 77% of new employees go home early on their first day of work because the company is not prepared for their arrival. First impressions are often very difficult to correct. Furthermore, the breakeven point for a new manger is 6.2 months - this is a time when the employee starts to create value as opposed to consuming it. Any way to accelerate the on-boarding process and lower the breakeven point is good for both the employee and the company. In this course, HCI brings together the latest research, best practices and practical recommendations to accelerate the transition process for employees.

3. Leadership Competencies for the Knowledge Economy (partial listing of content)
Leadership and engagement account for 70% of a company's ability to retain top talent. Leaders are also directly responsible for instituting a talent mindset throughout the enterprise, which is a critical step in developing a high performance culture. Managers also play a vital role in helping to define and reinforce this performance culture, including the fact that "people join companies but leave managers." The new global, collaborative economy requires new skills for both leaders and managers, especially with the growing diversity and complexity of the workforce. Collaborative skills are more valued than control ones in the world where companies are connecting horizontal talent pools both within and outside the organisation.

4. Talent Review and Leadership Development Systems (partial listing of content)
Less than 50% of North American companies with over $500,000, 000 in revenues have any meaningful CEO succession planning in place, and this situation is even more significant when top talent, not just CEOs, are considered. For most companies, "bench strength" is a serious problem. In contrast, GE was able to replace the two senior executives that left to lead Home Depot and 3M, 8 hours after their departure. It is also instructive to think about the succession process for Brian Williams of NBC News as opposed to the struggle that CBS News is experiencing. The key to solving this problem is to have a replicable, systematic talent review process that is linked with development programs embedded in executing the company's strategy and business goals. Proven techniques and models are presented from GE, Thomson, Dell.

5. Managing in an Environment of Continuous Change (partial listing of content)
Companies that can implement change across the organisation effectively have a major advantage over their less agile competitors. But there are few organizations that have this capability; 75% of all change initiatives fail to achieve their objectives. Leading organisations have made change management a core competency because they recognise that there are two types of businesses today: the quick and the dead. From successful projects, a methodology and approach to change management is emerging which can substantially improve a company's prospects for success. There is also a growing body of knowledge on how to convert reluctant stakeholders to endorse and support change programs.