Managing Talent to Win
June 25-27, 2019
A company can compete more effectively by building a talent mindset. After all, a company is a collection of people working together to create value for a customer and then capture that value for the company. Managing Talent to Win offers insights on how to identify the capabilities needed in your organization and how you—the leader—can assist. Managers can lead a talent-focused organization by breaking down barriers and creating an environment where the processes to develop your people's talent are simple and practical.
Keith Halperin, senior client partner for Korn Ferry Hay Group, alongside Purdue faculty experts Allan Gray and Michael Gunderson, will lead the program based on Purdue's six-part talent management model:
At this seminar, you will:
- Develop an individualized plan to improve talent management at the team level.
- Learn to identify and prepare the right people for critical positions in a way that differentiates your business.
- Learn the process to develop plans for effectively leveraging strategic employee talent.
- Develop new capabilities for building relationships.
- Build leadership and managerial capabilities.
Aligning Talent with Strategic Capabilities
Food and agribusiness firms must recruit and retain the right kind of talent for their organizations. Surveys indicate that the industry is looking for people with strong interpersonal communication skills, critical thinking skills, cultural and gender awareness, and a knowledge of business, among other characteristics and capabilities. If every company's number one strength is their people, it cannot possibly be a strategic advantage, because the core of strategy is differentiation. In this session, we will look at a process to determine what capabilities your strategy requires and then determine the talent that will be necessary to execute that strategy at the highest level.
There is no single right leadership style. A good leader can adapt and shift from leader as boss and evaluator to leader as partner and cheerleader. An effective manager operates based on the belief that people can and want to develop. The best leadership style to encourage development depends on the employee and the task. Setting goals with the employee and developing a process for following up on goals and using them as benchmarks will be a part of this session.
Performance Management and Execution
Inherently important parts of retaining talent are assessing, coaching, and rewarding performance. This places performance management as a cornerstone to financial success. Using the concepts from One Page Talent Management and The Four Disciplines of Execution, this session will examine the science of performance management and lay out a simple tool that works.
Managing Critical Conversations
At the core of managing talent is the human element, meaning our interactions and conversations are an integral part of the process. In this session, we'll examine the premise of 5 Conversations: How to Transform Trust, Engagement, and Performance at Work. We'll make a detailed assessment of how relationships with our employees benefit from intentional conversations that focus on establishing a trusting relationship, agreeing on mutual expectations, showing genuine appreciation, challenging unhelpful behavior, and building for the future.
Best Practices for Developing Talent
Throughout the workshop, you will have opportunities to summarize your thoughts and examine the actions you will need to take back in the work environment. Developing people is only one role managers play. An organized approach includes expressing care, challenging growth, providing support and resources, sharing power, and expanding possibilities and working together.
Who should attend?
The workshop will be beneficial for:
- Middle and upper-level managers new to their managerial role.
- Middle and upper-level managers with experience who are looking for frameworks and tools in order to take their people management capabilities to the next level.
Register with a Colleague
Instituting new managerial practices can be more effective when approached with one or two colleagues. Consider attending as a team of three or more.