Talent Management Course, Leading to Dip – Postgraduate – in Talent Management and Executive Man Block 7, 30 Credit-Hrs

HRODC Postgraduate Training Institute, Providing Postgraduate Diploma; PG Certificate; & PG Short Courses, in Dubai, London, Kuala Lumpur, Colombo, New Delhi, Islamabad, Abuja, Accra, Lagos, Lusaka, Paris, Wolverhampton, Birmingham, Banjul, Amman, Doha, Kuwait, Cairo, Manama, Nairobi, Jeddah, etc. & Online.

Course 032, Block 7 - Talent Management Course, Leading to Diploma – Postgraduate – in Talent Management and Executive Management Block 7, 30 Credit-Hours, accumulating to a Postgraduate Certificate, with 150 additional Credit-Hours, and a Postgraduate Diploma, with 330 additional Credit-Hours. This Seminar or Course is held in London  UK, Dubai, KL, Durban, Jeddah, Manama, Bahrain, Paris, Amsterdam, Manila, Kuwait City, Milan, Moscow, Kazakhstan, Toronto, New York, Cape Town, Wolverhampton, Manchester, etc.. Contents include:

Importance of talent management, organisational survival, organisational level, Role identification, Psychological contract in talent management, head hunting, Sources of headhunting, Internally driven headhunting, Internally managed headhunting, Outsourcing head hunting, headhunting agencies, behaviour of headhunting agencies, Cost comparison, internal and external sourcing of headhunting, Valuing human capital, Talent relationship management, Talent and executive development, Approaches to talent management, Key success factors,

 

Employee Retention, Career management, Career theory, Career development, Management and succession planning, Management succession charts, Psychometric testing, High performance teams, autonomous work teams, Self-directed work teams, self-managed teams, Enhancing high performance teams, Equity as fairness, Equity as inequality, Integrating remuneration system that rewards talent, Performance Related Pay, Systemising performance related pay, Productivity bonuses as performance related pay, Creating equity in team reward schemes, Reward performance without disincentivising low achievers, Consolidating reward structure and pay scales

 

Course Co-ordinator:

Prof. Dr. R. B. Crawford is Course Coordinator. He is the Director of HRODC Postgraduate Training Institute, A Postgraduate-Only Institution. He has the following Qualifications and Affiliations:

Doctor of Philosophy {(PhD) {University College London (UCL) - University of London)};

MEd Management (University of Bath);

Postgraduate (Advanced) Diploma Science Teacher Ed. (University of Bristol);

Postgraduate Certificate in Information Systems (University of West London, formerly Thames Valley University);

Diploma in Doctoral Research Supervision, (University of Wolverhampton);

Teaching Certificate;

Fellow of the Institute of Management Specialists;

Human Resources Specialist, of the Institute of Management Specialists;

Member of the Asian Academy of Management (MAAM);

Member of the International Society of Gesture Studies (MISGS);

Member of the Standing Council for Organisational Symbolism (MSCOS);

Member of ResearchGate;

Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of:

Human Resources;

Organization and Management Theory;

Organization Development and Change;

Research Methods;

Conflict Management;

Organizational Behavior;

Management Consulting;

Gender & Diversity in Organizations; and

Critical Management Studies.

Professor Dr. Crawford has been an Academic in the following UK Universities:

University of London (Royal Holloway), as Research Tutor;

University of Greenwich (Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

London Southbank University (Business School), as Lecturer and Unit Leader.

His responsibilities in these roles included:

Doctoral Research Supervisor;

Admissions Tutor;

Postgraduate and Undergraduate Dissertation Supervisor;

Programme Leader;

Personal Tutor.

 

Duration: 5 Days

 

Cost:  £5,000.00  Per Delegate

 

The course cost does not include living accommodation. However, students and delegates are treated to the following:

Free Continuous snacks throughout the Event Days;  

Free Hot Lunch on Event Days;                           

Free City Tour;             

Free Stationery;                               

Free On-site Internet Access;

HRODC Postgraduate Training Institute’s   Diploma – Postgraduate; or

Certificate of Attendance and Participation – if unsuccessful on resit.

 

HRODC Postgraduate Training Institute’s Complimentary Products include:

HRODC Postgraduate Training Institute’s Leather Conference Folder;

HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/ Writing Pad;

HRODC Postgraduate Training Institute’s Key Ring/ Chain;

HRODC Postgraduate Training Institute’s Leather Conference (Computer – Phone) Bag – Black or Brown;

HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive, with Course/ Programme Material;

HRODC Postgraduate Training Institute’s Metal Pen;

HRODC Postgraduate Training Institute’s Polo Shirt.

 

Postgraduate Diploma in Executive  Management

BLOCK 7

Talent Management

 

 

 

 

Module Title

Objectives

 

Contents & Concepts

Duration

v          By the conclusion of the established learning activities, delegates will be able to:

v          Demonstrate an understanding of the bases of organisational talent management

v          Determine the role that might be identified as talent management positions

v          Assume the correct perimeters within which the psychological contract will be applied

v          Make assumptions regarding the perceptions and expectations of the (talent managed) incumbent

 

v          Defining talent: An organisational perspective

v          The importance of talent management to organisational survival

v          The organisational level that should be concerned with talent management

v          Role identification for talent management

v          Psychological contract in talent management

 

 

1 Day

v          By the conclusion of the established learning activities, delegates will be able to:

v          Determine when head hunting is appropriate

v          Determine head hunting agencies’ effectiveness

v          Develop a head hunting strategy that is in line with organisational goals

v          Will be able to identify sources of potential talents

v          Identify exceptional talents

v          Devise a strategy though which internal talents can be sourced

v          Defining head hunting

v          Sources for head hunting

v          Internally driven head hunting

v          Internally managed head hunting

v          Out sourcing head hunting

v          The role of head hunting agencies

v          The behaviour of head hunting agencies

v          Cost comparison of internal and external sourcing of head hunting

v          Valuing human capital

 

1 Day

Managing Organisational Talents

v          By the conclusion of the established learning activities, delegates will be able to:

v          Effectively manage organisational talents

v          Determine the key success factors in effective talent management

v          Devise an effective communication structure that will avert the isolation of exceptional talents

v          Locate talent management within the executive cadre

v           

v          Talent relationship management

v          Talent and executive development

v          Approaches to talent management

v          Key success factors in talent management

v          Employee Retention

v          Career management:

v          Career theory,

v          Career development, management

v          Management and succession planning

v          Management succession charts

v          Psychometric testing

v          The psychological contract and the impact on employee retention

1 Day

v          By the conclusion of the established learning activities, delegates will be able to:

v          Effectively manage high performance teams

v          Prepare high performance teams for their organisational

v          Provide the high performance teams with the level of autonomy that they need to perform their tasks

v          Provide the appropriate learning environment for high performance teams to progress

v          Attend to the continuous professional development (CPB) of high performance teams

v          Subtly monitor team output

v          High performance teams as autonomous work teams

v          Self directed work teams as self managed teams

v          Enhancing the contribution of high performance teams

v          Averting Risky Shift in high performance teams

v          Providing autonomy to high performance teams

v          Delivering assignment at ‘loading level’ in the scheduling sequence

v          Providing a support mechanism to high performance teams

v          Dealing with decision repercussions of high performance teams

v          Taking an internal customer relations stance in managing high performance teams

v          Providing appropriate intrinsic and extrinsic incentives to enhance and sustain motivation

v          Providing high performance teams with an understanding of team dynamics

v          Helping high performance teams to understand their roles

v          Provide decision support for high performance teams

v          Developing the interpersonal skills of high performance teams

v          Enhancing the problem solving capacity of high performance teams

v          Providing an understanding of role relationships

v          Improving communication and effective oral- visual presentations

v          Enhancing competence level of high performance teams

v          Developing expertise in meeting management

v          Providing members with the expertise to address mutual conflict resolution

v          Monitor, unhinderingly, the output of high performance teams

v          Relaxing managerial presents, without losing control

v          Influencing high performance teams

1 Day

Talent Management Reward Structure

v          By the conclusion of the established learning activities, delegates will be able to:

v          Provide the impetus for talents to perform effectively through equitably rewards

v          View equity as merit driven, rather than a common wheal prerogative

v          View the unequal distribution of rewards in a positive organisational light

v          Work towards an integrated, rather than a segregated reward structure, within which talents are effectively rewarded

v          Implement performance related pay in its varying facets to systematise the pay structure

v          Pragmatising equity

v          Equity as fairness

v          Equity as inequality

v          Integrating remuneration system that rewards talent

v          Performance Related Pay

v          Systemising performance related pay

v          Productivity bonuses as performance related pay

v          Creating equity in team reward schemes

v          Reward performance without disincentivising low achievers

v          Consolidating reward structure and pay scales

1 Day