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Occupational Health & Safety>> HR Master Class 2011 Programme>> Project management>>
HR Master Class 2011
• The Second Annual HR Master Class
• 2011– 26-27 Sandton, Johannesburg
• 28-29 and Victoria Falls, Zimbabwe
Introduction
The challenge facing most institutions is to identify, recruit and keep talent. Talent that contributes to the growth of the organisations. Without proper planning and management of talent institutions end up with redundant personnel that add to huge labour costs.
This conference explores some of HR’s hottest topics such as choosing the right Talent Management strategy, assessing high potential talent, reinventing a company's TM strategy, addressing critical alignment issues related to globalization, and deploying best practices from other firms.
This conference to merges talent management with business process re-engineering. How to redesign institutions, incorporate OD and TM into revitalizing institutions leading to leaner highly effective teams
The conference also focus on General HR issues as stand alone seminars. Using real life case studies current HR challenges and trends are explored and practitioners at the coalface present and engage participants of solution finding strategies best practice application.
Delegates will explore these issues through in-depth case studies of best practice companies and research conducted across large samples of organizations with sophisticated talent management practices. This seminar is a pragmatic, application - oriented experience to help you in designing and implementing talent management processes for your own organization.
Seminar participants will learn:
•How to choose a talent management approach that aligns to your organization's strategy.
What distinguishes true 'high potential' talent over long career spans.
•How to reinvent your talent management strategy when critical transitions demand radical change.
What it takes to build integrated talent management approaches in complex, global organizations.
•How innovations in TM and HR can be nurtured within your organization as well as the barriers that will impede their progress.
•How to effectively deploy other HR concepts like employee wellness, employee development, succession planning, organisational design and development in the organisation.
•Current labour relations issues affecting organisations. |
Audience
HR directors and Managers, Executive Managers- HR,
Portfolio, divisional and line mangers, Corporate affairs managers
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Day one: Tuesday 26 July 2011
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Talent management
Morning Session
8:30- 10:30
Talent strategy, workforce planning, performance management
•A presentation of the overall talent Management strategy. How to craft a strategy relevant to your organisation and industry.
•Exploration of generic strategies and models.
•Linking Talent strategy to workforce planning and performance management.
•Performance management as a cornerstone to managing talent.
•Strategies and tactics to integrate Talent Strategy,workforce planning and Performance Management. |
Mid Morning Session
10:50- 13:00
Talent Management :Market Realities, Implementation Experiences
•Best practices for cost justification of talent management systems.
•How the talent management system fits into an integrated talent management strategy.
•Proven implementation and delivery models.
•Top talent challenges and the associated role of technology.
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After lunch Session
14:00-15:00
Segmentation
Integrated Talent Management: Where to Begin?
Integrating the processes that drive talent management—How each talent function interacts with the others to support an overall business strategy . How do you get leaders to buy-in? How do you determine what needs to be done, what to do first, and who needs to be involved? And how do you put the technology in place to make it all work?
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15:15-16:15 Seminars
Delegates to choose seminar to attend
Developing and implementing a successful succession planning system
Succession planning models
Fast track development ad career planning
Succession planning as a Talent retention tool
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Performance Management
The role of Performance management in talent Management
Performance Management Processes, systems, Models and deployment strategies
Motivation, incentives and Rewards
Best practice models and case studies |
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Networking and Cocktail
Product Presentations
Exhibitors
16:15-17:00 |
Day Two:Wednesday 27 July
2011
Morning Session:
8:30- 10:30
Competencies: A Business Imperative for Talent Sustainability.
A discussion about what competencies are and why they are core to talent management functions.
Competencies at the centre of TM
The use of competencies in managing talent
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10:45- 13:00
Workshops- Presentations, discussions and question and answer session by leading Private Sector Talent Managers.
Talent Management in the Private Sector
Proven strategies to retain talent by private companies
Models to manage talent in the private sector
Using Social Networking to Effectively Attract Top Talent |
Workshops- Presentations, discussions and question and answer session by leading Public Sector Talent Managers.
Talent Management in the Public Sector
Proven strategies to retain talent in the Public Sector
Models to manage talent in government
Challenges and solutions in managing talent |
14:00-17:00
How to become the Best Company to work for -
Becoming the best company to work for.
Role of HR
Key benefits
What does it take to be the best company to work for?
How do you achieve issues of diversity, social wellness, CSR, employee development and talent management? |
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Day Three:
Thursday 28 July
Travel to Victoria falls
Depart from Training Venue/ or Pick up
Check in 08:10-09:10
10:10 take off
11:55 – 13:00 Arrival and hotel check inn
13:00-13:30 Light Lunch
13:30- 16:00 Sight seeing and Activities
16:00 -18:00 Refresh |
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18:00-21;00 Dinner Gala –_ Retaining Talent During Hard Times- the case of Zimbabwe
How can talent planning be effectively leveraged during difficult economic times? How can talent planning be streamlined and focused during a challenging economic environment to engage line executives and create real impact and value for the organisation
Entertainment and networking |
Day Four: Friday
29 July 2011
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08:00-10;00 Breakfast River Cruise
10:00-11:00 transfers
11:00 check inn
12:50 take off
14:35 arrival – Johannesburg
15:50 arrival – Sandton Sun
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Logistics
Total Package R11 500.00 (US1700.00) covers two day conference in Johannesburg, transfers to the airport, flights to Vic falls, river cruise, transfers in Victoria Falls, one night’s accommodation, dinner, breakfast, access to the Victoria Falls National Park, Flight Back to Johannesburg, and transfers to Sandton Sun Hotel.
Conference only 7000.00- attending of the two day conference at the Sandton Sun Hotel
Choosing a Talent Management Strategy
There is no doubt that talent is a key asset in most organizations and as a result, it is a (the most) important determinant of an organizations performance. Key to making it a positive driver of performance is adopting a talent management approach that fits the business strategy of an organization. How this choice should be made will be the focus of this session. Several different talent strategies will be described and evaluated. Particular, attention will be paid to the "travel light" and "commitment to talent development" approaches, how they operate, where they fit, and examples of them in action will be considered.
Global Talent Management
How can global organizations create a truly integrated talent management system, that enables leaders, managers, employees and even contractors to clearly see the current and future pockets of talent demand and supply"? This was the dilemma facing IBM. How to create a global workforce initiative to support the strategic need a globally integrated enterprise that could move talent from anywhere in the organization to work opportunities located anywhere in the world. John Boudreau will facilitate a discussion of his new case study on IBM's evolution, and its implications for the future of global talent management, and how to "retool" talent management using proven business models such as inventory and pipeline optimization.
The Anatomy of a High Potential
A company's high potential list is one of its most valuable assets. In recent research, Jay Conger has studied a variety of company initiatives for high potential leaders and to understand who are the high potentials with long "career runways." Interviews revealed that what differentiated high potentials was rarely a result of an individual's capacity to develop the skills from his or her company's competency profile more effectively than colleagues. Organizations are filled with highly valued contributors, but organizational success is often determined by a select few who deliver disproportionate value to their companies - a group who can be called the game changers. The true high potentials. In this presentation, we will examine the elements that differentiated these game changers from the value creators and what are the implications for those responsible for developing this cadre of next-generation leaders. The session will be a guide to both the tangible and intangible components of a high potential's makeup.
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