• Beyond Management Succession Planning to Technical Succession Planning

• Managing Change Positively: The Power of Appreciative Inquiry

• Building Your Competence as an Executive Coach

• Managing the Training Function and Enacting the Role of Chief Learning Officer (CLO)

• What Managers Should Do Every Day to Attract, Develop and Retain Talent

Beyond Management Succession Planning to Technical Succession Planning

Overview

In Western countries many organizations face the loss of many people due to pending retirements, and in Eastern countries explosive growth is leading to problems in retaining people. Both issues are raising concerns about a possible talent war in the future.

While many organizational leaders are already taking steps to address the problems through management succession programs and talent management programs, many organizational leaders continue to worry about the potential loss of proprietary or unique institutional memory as retirement looms for experienced production workers, machine operators, technical workers such as engineers or management information systems (MIS) professionals, or even executives retire. That concern translates into bottom-line issues for organizations that rely on technical expertise for competitive advantage—such as high-tech firms, manufacturers, engineering consulting firms, accounting firms, MIS consulting firms, and many others.

More than talent management, technical succession planning is about identifying key work processes, finding the key people who possess special knowledge of those work processes, and capturing, distilling and transmitting that special knowledge to replacements over time. This workshop provides a practical approach to addressing an organization’s needs for technical succession planning.

Objectives

Upon completing this two-day workshop, participants will be able to:

• Define technical succession planning and distinguish it from management succession planning, talent management and knowledge management

• Focus in on 3 approaches to technical succession planning—key in-house experts, mission-critical process knowledge and technical competencies

• Compare their organizations to best practices in technical succession planning

• Describe the steps in several models to guide technical succession planning implementation

• Review approaches to measuring the results of a technical succession planning program

Targeted Audience

Trainers, corporate HR professionals, and business managers

Brief Outline

I. Workshop Introduction

II. Defining Terms and Making the Business Case for Technical Succession Planning

III. A Model to Guide Technical Succession Planning?

IV. Practical Approaches to Capture, Distill and Transmit Technical Knowledge

V. Preparing a Take-Home Action Plan/Proposal

VI. Conclusion

Managing Change Positively: The Power of Appreciative Inquiry

Overview

One of the most exciting developments in change management in reason years is the emergence of so-called positive change theory, which focuses on leveraging strengths and seeing the positive rather than correcting problems or deficiencies and seeing the negative. This workshop introduces participants to the theory, principles, and techniques of positive change—so-called appreciative inquiry. Participants will build practical competencies necessary to carry out various AI interventions and will take away practical tools to help them use what they learn.

Objectives

Upon completing this two-day workshop, participants will be able to:

• Define Appreciative Inquiry (AI) and distinguish it from alternative approaches to organization development (OD) and change management (CM).

• Describe each step in a common AI model and explain how it is applied

• Apply principles of AI to common change effort issues

Targeted Audience

This workshop is geared to operating managers, HR professionals, consultants, and training and development professionals who are interested in learning more about positive change theory and practice.

Length

This workshop is two days.

Brief Outline

I. Workshop Introduction

II. What Is the Traditional View of Organization Development (OD)?

III. What Is the Background and Importance of Appreciative Inquiry?

IV. What Is Appreciative Inquiry, and How Does It Relate to OD?

V. Workshop Conclusion

Building Your Competence as an Executive Coach

Purpose

This workshop is designed to build an individual’s competence as an executive coach.

Objectives

Upon completing this two-day workshop, participants will be able to:

• Define talent and talent management

• Define what is an executive coach List the competencies required of an executive coach

• Compare the individual participant’s competencies to those required for an effective executive coach, note differences, and establish a plan of action to narrow any developmental gaps

• List the steps in the executive coaching process and explain how they may vary in how they are used

• Demonstrate, through role play and other small group activities, sufficient skills to be a job process coach for an executive

Targeted Audience

• HR practitioners

• Training and development practitioners

• Organization Development professionals

• Others who have need to apply the skills of executive coaching

Length

2 days

Brief Outline

Day 1

I. Introduction

II. The Basics of Executive Coaching

III. The Executive Coaching Process: Part One

Day 2

IV.The Executive Coaching Process

V. Conclusion

Managing the Training Function and Enacting the Role of Chief Learning Officer (CLO)

Purpose

This 3-day workshop provides a competency-based approach to introducing the roles of Training Manager and Chief Learning Officer (CLO).

Objectives

Upon completing this two-day workshop, participants will be able to:

• Define the role of training manager and the role of Chief Learning Officer (CLO) as well as distinguish them from each other

• Discuss 10 practical ways to align the training/learning function with the organization’s strategic plans

• Review the steps in the strategic planning model and describe how they can be uniquely applied to training/learning in an organizational setting

• Summarize how to organize/structure the training and learning function to best meet the requirements of the organization’s learning strategy

• Review approaches to staffing the learning function, including various ways to recruit, select, orient, appraise, develop, manage and retain a training staff

• Describe approaches to clarifying the roles of various groups in meeting the training needs of staff—including the respective roles of the training/learning function, operating managers and individuals

Targeted Audience

This workshop is best attended by experienced training staff and by training supervisors, training managers and current or aspiring Chief Learning Officers (CLOs).

Brief Outline

Day 1

I.Introduction

II. Establishing a Vision for the Organization’s Learning Efforts

III. Aligning Learning Strategy and Organizational Strategy and Organizing the Learning Function

IV. Clarifying and Communicating the Roles of Key Stakeholder Groups in Training/Learning

Day 2

V. Marshalling Internal and External Resources to Meet Learning Needs

VI. Staffing the Learning Function l

Day 3

VII. Managing Learning as a Profit/Loss Center and Budgeting

VIII. Complying with Organizational and Governmental Requirements in Training/Learning

IX. Evaluating the Results of the Training/Learning Function

X. Conclusion

What Managers Should Do Every Day to Attract, Develop and Retain Talent

Purpose

Who has the most daily contact with workers? Managers! And who has the most influence in shaping the talent of the organization? Managers! This workshop focuses on building the awareness of managers about their role in attracting, developing and retaining talented people and building the skills they need to apply to enact their roles in talent management on a daily basis. The challenge is to teach managers that they must juggle responsibilities—that is, get today’s work out from today’s workers while also developing those workers for higher-level responsibility.

Objectives

Upon completing this two-day workshop, participants will be able to:

• Define talent and talent management

• Explain the role of various groups in attracting, retaining and developing talent

• Describe clearly what managers should do on a daily basis to attract, develop and retain talent

• Build managers skills in coaching, mentoring, and counseling

• Review barriers that managers face in acquitting their daily roles in talent management—and what can be done about those barriers

Targeted Audience

Senior executives, managers, supervisors and HR professionals

Brief Outline

Day 1

I. Introduction

II. Making the Business Case for Managers as the Front-Line in Talent Management

III. What Managers Should Do Every Day to Attract, Develop and Retain Talent: Part One

Day 2

IV. What Managers Should Do Every Day to Attract, Develop and Retain Talent: Part Two

V. Special Focus: Performance and Development Coaching

VI. Preparing a Take-Home Action Plan/Proposal

Day 3

VII. Conclusion

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