Webcast:
The challenge to recruit and hire top talent continues to grow. Developing talent from within the organization will be an increasingly important strategy. Internal development and promotion of employees provides a significant return on investment through increased commitment, satisfaction and retention. Like polishing diamonds in the rough, development of people also requires time, skills and commitment. While Human Capital Management leaders can establish the framework and support for development, line managers must take on the accountability of developing others to yield significant and sustained results.
This webcast addresses the succession planning process as an ideal opportunity to engage managers and build accountability for people development. While most organizations state that "developing others" is critically important, organizational systems tend to work against managers' investment in development.
This webcast will cover four major barriers to managers' performance in developing others, and key strategies to build accountability and engagement in the people development process.
Presenters
Kirk Hallowell serves as a Senior Consultant for Personnel Decisions International (PDI) in the Los Angeles Operating Office. Kirk works with PDI's network of practice area experts to support our clients' design and implementation of leadership assessment and development programs. Kirk has served as an executive coach, feedback and developmental planning consultant to over 400 mid to senior level leaders. As a designer of executive development programs, he has had the opportunity to implement coaching processes which are aligned with corporate strategy and integrated with executive leadership programs. Participants in these programs are typically identified as high-potential executives who are transitioning to accountabilities of scope and complexity. These managers are often challenged with a significant increase in number of direct reports and increased developmental needs around dealing with ambiguity and strategy integration.
