Talent Management in an Age of Uncertainty

15 - 16 May 2012

Trinity House, Trinity Square, Tower Hill, London EC3N 4DH

In his recent book, Talent On Demand, Peter Cappelli outlined a new way of thinking about talent management.  To address the challenge of managing talent in uncertainty, we turn to new principles from supply chain management, where they routinely deal with equivalent tasks. These analytic techniques help us manage uncertainty in ways that minimise costs and risks. Over two days, Professor Cappelli will share his experience with CRF members in a way that is challenging, informing, constructive and practical.

Who is it for?

Those responsible for talent management and development within organisations either at policy or operational level.

Overview

In his recent book, Talent On Demand, Peter Cappelli outlined a new way of thinking about talent management.

While talent management is not a new concept, the contemporary business environment causes us to think about it in very different ways than previously. While the old models were built on relative certainty in anticipating business needs and in the supply of talent – which was virtually all internal – the current context features great uncertainty in what business needs will be even a year out. Similarly, more and more talent comes directly from the outside labour market, and current employees typically have a low probability of staying permanently.

To address the challenge of managing talent in uncertainty, we turn to new principles from supply chain management, where they routinely deal with equivalent tasks. These analytic techniques help us manage uncertainty in ways that minimise costs and risks.

Over two days, Professor Cappelli will share his experience with CRF members in a way that is challenging, informing, constructive and practical.

Content

• What do we mean by 'talent' – and have our definitions become too narrow?
• How do we find the best equilibrium between making and buying talent?
• How do we manage uncertainty in talent needs?
• How can we improve the ROI of talent development?
• How do we optimise retention policies?
• What's an appropriate level of talent management process?
• How do we facilitate individual career management and, in particular, increased internal mobility?
• What can we learn from each other's experiences?
• What can we learn from top leaders in the East, who are applying strategy, leadership and talent
practices of their own, rather than adopting approaches that dominate Western businesses?
• What issues should we be anticipating?