HCS Learning Architecture
The HCS Workshop offers a unique experiential design that is unlike traditional training courses. It is inclusive, highly interactive and leverages the knowledge of all participants.
Each major topic is first addressed by analyzing a case study, and assessing the strength of a specific talent practice (i.e., engagement, succession, retention, etc). From the case study experience, groups then consider a series of application-based questions they are likely to encounter, and must address in the workplace. Participants discuss and debate the issues, and share strategies for effectively addressing them.
Following these two experiential sessions, a presentation of 15 to 20 minutes is delivered for each topic. Because the group sessions have dealt with many of the core aspects of the particular talent practice, this module offers a concise focus on new views and next practices.
Course Objectives
| Key Topics | Section of the HCS course |
| Introduction |
Talent lifecycle model and definitions Talent management in turbulent times The industrial, knowledge and talent ages The Value of Talent Management |
| The Value of Talent Management |
Intangibles Human capital value chain Research on talent management ROI Business drivers for talent management Activity: Assessing 20 talent practices |
| Workforce Planning |
Workforce planning process and best practices Strategic, key and core roles Talent supply and demand The 6Bs to close skill gaps Activity: Case study part 1 |
| Talent Acquisition |
Strategic talent acquisition Activity: Career centers Employment branding Data-driven sourcing On-boarding |
| Developing and Deploying Talent |
70/20/10 developmental model Social network analysis Passionate deployment Deployment options Activity: Case study part 2 |
| Engaging and Retaining Talent |
Engagement definitions and models Monetizing the value of engagement The manager’s role Talent retention strategies Activity: Case study part 3 |
| Leading and Managing Talent |
Succession planning Readiness The vitality matrix of performance and potential The paradox of promotion The manager as talent leader Activity: WHI succession exercise |
| Integrated Talent Management |
The value of integrated talent practices Touchpoints and connections across the lifecycle Competencies as touchpoints Pivotal positions as touchpoints |
| The Role of HR |
The changing role of HR The 4Ps New competencies and roles Ten ways for HR to make a difference Metrics |
