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

• Learn how to create an actionable workforce plan, and how to monitor and revise the plan as needed
• Learn how to apply innovative high tech methodologies, reliable low-tech methodologies, and "what if" scenarios to workforce planning
• Apply to your organisation knowledge about the role that mindsets play in shaping behavior and performance, rules for instilling a talent mindset, and how to measure the talent mindset of your organization
• Improve processes and results by learning about global supply chains, staffing models, and innovative practices based on the innovations of companies such as Microsoft and Dell

1. Workforce Planning and the Talent Supply Chain
Workforce planning is the least often practiced talent management function. As a result, many companies are reactive as opposed to proactive, and they are much less agile and responsive than they should be. Furthermore, subsequent talent management functions such as talent acquisition and retention are negatively impacted by an unclear plan and inaccurate view of talent supplies and demand. The entire talent management lifecycle functions more smoothly and effectively with a realistic and comprehensive workforce plan that concentrates not just on quantitative but also qualitative differences that are required to drive the business.

2. Driving a Talent Mindset through the Enterprise (partial listing of content)
A talent mindset has been shown to be a differentiator between outstanding and average companies. Many people, however, will say that they recognise that people are an important asset but then behave as if talent is interchangeable and a cost to be cut and not an asset to be grown and developed. The McKinsey studies on the War for Talent provide some answers as to how to implement a talent mindset, but this HCI course delves much deeper into the subject and provides a series of criteria that organizations can use to judge their own progress.

3. Global Talent Strategies for the 21st Century (partial listing of content)
The new global economic playing field is leveled as never before. No longer does top talent have to immigrate to innovate. Global talent pools exist all throughout the world, not just in what has been the historically developed world. Companies are not limiting themselves in their search for world-class talent. In Tom Friedman's "The World is Flat" he describes a series of ten flatteners that change the way the world now does business, and these have tremendous implications for how organizations are staffed and operated, whether in-sourced or outsourced. A big part of the solution is not just recognizing that global talent pools are rich and diverse, but in creating companies that are global in outlook and operation. Attracting, developing and retaining global talent is essential.

4. Leveraging Talent Management Technologies (partial listing of content)
Technology has a significant role to play in human capital management, especially for large enterprises. Technology has the capability to make processes more efficient, track large number of people, activities and competencies, reduce or eliminate repetitive low-value tasks, and bring talent management to a whole new level of strategic value. But all too often technology is used to simply automate routine processes and does not play the role that it could in maximizing the impact of people within the enterprise. The results from many technology implementations have not been encouraging - applications cost to much, are late and don't meet their desired objectives. In this course, HCI brings together the latest research, best practices and practical recommendations on how to leverage the best technology solutions for talent management.

5. Talent Metrics That Matter (partial listing of content)
In the fast changing field of human capital management, it is hard to know which metrics matter. It is easy to measure what is easy to measure; it is much more difficult to measure what is important and meaningful. While metrics is a very relevant and important topic, very few organizations are systematic about what and why they measure what they measure. And even fewer have developed systems to put the data to effective use. In this course HCI brings together the latest research, best practices and practical recommendations to improve measurement of the results of talent management practices, and bring a sharper edge to a company's intangible assets.