|Course Dates||27 Mar 2023 9:00am - 28 Mar 2023 5:00pm|
05 Apr 2023 9:00am - 06 Apr 2023 5:00pm
05 Jul 2023 9:00am - 06 Jul 2023 5:00pm
04 Oct 2023 9:00am - 05 Oct 2023 5:00pm
- Members enjoy a 15% discount before GST
- Group Discount (3 or more participants) - 10%
feesare inclusive of 8% GST
People are our most valuable asset' is a cliché which no member of any senior management team would disagree with. Yet, the reality for many organisations is their people remain undervalued, undertrained, underappreciated and underutilized, leading to potential loss of talent.
The market place for talented, skilled people is competitive and can be very expensive to maintain. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop 'cultural awareness', product/ process/ organisation knowledge and experience for new staff members.
- Acquire a comprehensive understanding of what succession planning and talent management are
- Engage in the step by step guide to strategizing these
- Learn how to motivate and retain good employees
- Understand and apply the psychological contract of people handling
- Realize the power of job re-designing
- Gain insight into the better utilization of your human talent
Who Should Attend
This program will benefit personnel and professionals from the Human Resource or Human Capital fields, all managers/senior managers, general managers, directors, and those who wish to improve their organisation in the areas of strategic human resource.
Module 1: Introduction
- Introduction to Succession Planning: definition, align thoughts on talent, and explain the needs for this
- What is “Strategic”?: provide learning and examples of strategic thinking in the context of talent management
- How to think Strategic and Do Strategic: how the ideal employer would act and habitualize strategy
Module 2: HR Alignment
- The Alignment: why do we need to align talent vis-à-vis HR system?
- The 7 Steps Approach to Strategising: step by step guide to implementation
Module 3: Need for Labor
- Attraction, Recruitment and Retention: how to do this in a way which really anchors our talent to the organisation
- The Issue of “Labour Shortage” – real or perceived? Provide a platform of debate and discussion – illusion or real labour shortage?
Module 4: Keeping Talent
- Why people leave?: learn common reasons for this to happen
- How to make people stay AND contribute?: Strategies to counter loss of talent
Module 5: Handling Succession
- Is organisation over-managed and under-led?: share implications of different approaches to handling staff especially talent
- Succession Planning in details: the what, why and how of succession planning, and its relationship with talent management
- Peter’s Principle: explain the principle as it relates to promotion, including how to do it properly
Module 6: What is Ideal
- The “Ideal” employees: learn expectations of what constitutes ideal
- Motivating Employees: practical tips on how to manage behaviors
- How to pursue win-win: learn to balance the interests of workers and of organisation, via alignment of needs
Module 7: Job & Compensation
- Job Design or Job Re-Design: how to match personality and ability to tasks or jobs
- The Compensation dimension: different types of schemes and the relevance of each
- The Management of Change: how to strategically handle change e.g. asking people to improve without their resistance
Module 8: Keeping people
- Inculcating the healthy attitudinal landscape: understand and learn how to apply the COPS checklist to enhance talent management
- Why isn’t everyone looking at the psychological contract? Learn the meaning of psychological and its application
Module 9: Warning Signs
- The Warning Indicators: signs to watch out for before your talent think about “exit strategy”
The course will be delivered through a combination of Metaphoric and Learning-By-Doing approach, where the participants will be going through various simulation scenario which interacts with the subject itself. At each stage, the participants will need to exercise the techniques that been taught and practice them to self-develop their level of skills. The active learning activities may include:
- Hands-on exercises
- Group discussions
- Case studies
- Interactive storytelling
- Commentary on other companies/industries
- Video presentation
Mr Andrew Cheah has been a trainer and management consultant since 1991, specializing in the areas of performance management, productivity improvement, behavioral change, and leadership. Andrew has trained clients from such diverse industries (see list below) as banking, insurance, hospitality, sales and distribution, manufacturing, food, property development, government/public services, and higher education. Being tri-lingual (English, Mandarin, and Malay Languages), Andrew has extensive regional exposure in Singapore, United Arab Emirates, Malaysia, China, Thailand, Indonesia and Vietnam.
In addition to training, Andrew has guided and provided consulting services to clients, leading to one of them winning the prestigious Malaysian National Productivity Award presented by the previous Malaysian Prime Minister, Tun Dr Mahathir. Andrew has also been invited to speak in events such as International Conference on Best Practices, which was graced by senior officials from the Ministry of International Trade and Industry (MITI), sharing the stage with Professor Michael Gregory of the University of Cambridge, Mr Dieter Heyl (2007 Vice President of Mercedes Benz Malaysia), and Dr Marcus Chao, President of Lean China Enterprise Inc. Andrew has an MBA degree qualification with the University of Portsmouth, UK. At the professional level, Andrew has a certificate in Blue Ocean Leadership Masterclass, as well as Leading Dimensions Profiling Trainer Certification (LDP certified). In addition to being a qualified ISO9000 assessor, his experience in international consultancy has also earned him a membership with the Association of Productivity Specialist (New York).
Quick InformationPeople are our most valuable asset' is a cliche which no member of any senior management team would disagree with. Yet, the reality for many organisations is their people remain undervalued, undertrained, underappreciated and underutilized, leading to potential loss of talent.
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