Human Capital Strategist (HCS)

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 Outline

Day One Key Topics
  • The Role of Talent in Different Economic Eras
  • Strategic vs. Tactical Talent Management
  • The HCI Strategic Talent Lifecycle Model
A Strategic View of Talent Management
  • Strategic Talent Management Questions
  • Metaphors for Talent Management
  • Activity: Assessment of 20 Talent Practices
The Value of Talent Management
  • The Value of Intangibles
  • Examples from Zappos, Hindustan Unilever,
    Jack in the Box, HCL Technologies, Southwest Airlines
  • The Human Capital Value Chain
  • Business Drivers of Talent Management
  • Talent Management by the Numbers
  • Innovation
  • External Accountabilities
Workforce Planning:
Getting Off to a Strategic Start
  • Workforce planning process
  • The HCI SWP Model
  • The Pace of Change
  • Strategic Roles
  • Talent supply and demand
  • The 6Bs to Close the Gap
  • Contingent Labor
  • Why Futuring is Important
Talent Acquisition:
Finding the Best Fit
  • Talent Acquisition Essentials
  • On-boarding Essentials
  • Best Practices Discussion
Retaining Talent:
Keeping People Aligned and Committed
  • Engagement Definitions and Research
  • Global Engagement Drivers
  • Monetizing the Value of Engagement
  • The HCI ECR Model
  • The Stay Interview and the Manager’s Role
  • Talent Retention
Developing and Deploying Talent: Building Capability
  • Talent Development and Deployment Essentials
  • 70/20/10 developmental model
  • The Learning Zone
  • GE Experience Tracking
  • Development Portfolios
  • Activity on Building Flexibility in the Workplace
Leading and Managing Talent
  • Succession Planning Essentials
  • McDonalds Journey
  • Activity: WHI case
  • Talent Pools
  • Readiness and Potential
  • Session C and the 9-Box Tools
  • The Paradox of Promotion
  • Manager as Talent Leader
  • Strengths-Based Feedback
  • Walkthrough of The Talent Leadership Assessment
Day Two Key Topics
Plus 1:
Human Capital Analytics
  • Data-Driven Decisions
  • Metrics that are no longer good enough
  • Examples of Data-Driven HR Decisions
  • The Google Analytics Value Chain
  • The HCI Analytics Model
  • Talent Metrics that Matter
  • Readiness Assessment
  • Activity: Draft Talent Scorecard
Plus 2:
Social Media in Talent Management
  • The Rise of Social Media
  • The Organizational Ramifications
  • The Social Media Toolkit
  • Key Players
  • Internal Social Media Sites
  • Uses across the Talent Management Lifecycle
  • Social Media in Recruiting
  • Activity: Toward a Social Media Recruiting Strategy:
    Review of Career Center and Social Media Sites
Plus 3:
Leading Virtual Teams
  • The Changing Work Context
  • Types of Virtual Teams
  • Virtual Team Assessment
  • Managing what can’t be observed
  • Tuckman’s Team Development Stages
    Lenceoni’s Five Dysfunctions
  • Belbin’s Nine Roles
  • Global Virtual Teams
  • Video on W.L. Gore
  • Activity: Understanding Cultural Differences in Global Teams
The Role of HR in
Organizational Transformation
  • Making a Strategic Contribution
  • The 4Ps of HR
  • Decision Sciences and Talentship
  • New Competencies and Roles
  • Building Compelling Cases for Change
  • Activity: Building Compelling Cases