Global Talent Agility
Being competitive and successful in today’s complex international marketplace means effectively identifying, developing and ultimately retaining global talent.
Organizations currently thriving in this fast paced, global environment develop an agile approach that fosters a robust multi-national talent pipeline able to support new world leadership development programs and succession planning.
The primary goal of global talent agility is to quickly respond to the rapidly changing needs of the business with the right people, processes, and technology. Identifying future and changing business needs requires a shift in the workforce to respond and meet new company goals.
The Talent Agility End Game is to Attract the Right Employees with the Right Skills, at the Right Price, in Right Place, at Right Time
Three Main Areas of Global Talent Agility:
Succession Planning – high potential management, developing a succession planning framework that aligns to corporate goals
- Developing High Potentials – New leadership skills/leading virtually - engagement/retention – Leadership development experiences that work – readiness assessments
- Recruitment/Building a Strong Pipeline – selecting the right people with the necessary skills – Growing from pipeline from within and with newly recruited candidates – Creating a corporate brand and Employee Value Proposition that attracts and retains
Succession Planning for Organizational Survival
Succession planning is vital to global interests, and developing agile future leaders needed to fuel growth and drive business performance that’s essential to organizational survival.
Identifying and Developing Future Leaders Who are Pivotal to Key Business Roles are Critical to Good Succession Planning
Creating succession plans that include on-the-job training, mentoring, feedback, and coaching, as well as formal/informal training programs all help to foster the skills and leadership traits that align with the corporate culture and goals.
With over 50% of the workers currently eligible for retirement, knowledge transfer and the retention of vital proprietary information has never been more important, and is a key function of good succession planning. How can organizations be sure candidates are ready for leadership – and what tools are available to check a candidate’s readiness?
Developing High Potentials
Processes and Criteria for Developing and Supporting Good Leaders Have Changed Forever
New global leaders now manage a daunting amount of information and processes, which call for new skill sets and capabilities in:
- New Technologies
- Driving collaboration through the workforce
- Leading virtual teams
- Accountability for employee engagement and retention
- Global Economic and Trend Forecasting
The Ability to Align People and Bring Them Together – Managing Global and Virtual Teams is a New Part of Leadership DNA
Building and Growing the Talent Pipeline
Establishing an organizational brand that aligns with company culture and employee’s personal values will help attract and retain top talent. In a highly competitive and sometimes “dry” talent environment, an organization’s ability to attract, develop and retain highly skilled people is the most critical component to success.
Scarcity of Skills Drives Organizations to Create Innovative Ways to Discover New Talent, Develop New Capabilities and Collaborate Globally
Specialized recruiting tools, analytics, and social sites such as LinkedIn can also help to find niche talent, but sometimes organizations must be prepared to D.I.Y. development when it comes to specialized leadership and proprietary skills – especially in remote locations.
The HCI Global Talent Management conference will showcase international organizations that have developed innovative strategies and processes, which enable them to find, develop and engage talent around the world. Join your peers and learn from seasoned practitioners who will share successful case studies and the actionable steps you can take to increase your global talent agility and leadership pipeline.
Preliminary Conference Sessions
- New Structures, Processes and Assessments that Drive Global Succession Planning
- How Global Leaders Drive Employee Engagement and Retention – Even Virtually
- Creating the New Leadership Development Experience
- Leading Virtual Teams: Driving Collaboration, Innovation, and Real-Time Learning
- Leveraging Employee Profiles, Performance Data, and Skill Sets to More Effectively Analyze Readiness for Succession Planning
- Executive Coaching and Mentoring that Supports High Potentials and Leaders
- Refining Hi-Po Selection Criteria with New Skills and Capabilities: Identifying, Developing and Retaining the Next Generation of Global Leaders
- Establishing an Organizational Brand that Attracts and Retains Global Talent
- Developing a Compelling Employee Value Proposition that Delivers New Global Talent Prospects
- Aligning Succession Planning to Business Goals and Objectives
- Leveraging Talent Acquisition Toolbox: Best Practice Processes, Tools, and Technologies to Drive Good Hires
- Emerging Global Trends – Hot New Markets Currently Gaining Traction
View a Keynote from the 2013 Event
Photos from Last Year's Event