It has long been agreed that current and future business success is heavily dependent on having the right leaders in the right roles at the right time.  It is somewhat paradoxical therefore, that all current surveys of what keeps CEOs awake at night include something about the availability of talent, skills and/or gaps in succession for critical roles. What’s really going on here? Why do so many organizations continue to find this so hard?

There are multiple levers across the domains of Strategic Talent Management, Performance Management, Learning and Development and Executive Compensation which need to work in-sync with each other. As is always the case when it comes to HR processes, finding the right mix of science, art and simplicity to ensure this synchronicity is the key.

The aim of this program is to deepen participant insights and thinking into what it takes to create a talent strategy that is tightly linked to the business strategy; and to be clear on the 3 or 4 big talent deliverables that will make the biggest difference to business performance.

The 1-day program distils the key lessons from the speaker’s 24 years as a senior HR practitioner with frameworks, stories and examples drawn from his career spanning multiple sectors, geographies and roles.

Participants will be asked to bring along their organisation’s current talent strategy which they can assess against the frameworks and examples discussed in the program. In this way, they will take actionable insights and improvement opportunities back to their organisations – so a very real and practical outcome of investing the time to attend this program.