talent management sample

8/3/2019 Talent Management Sample

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Talent Management

Sampl

CorporateTraining Materials

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TABLE OF CONTENTS

Preface ..............................................................................................................................................3

What is Courseware? ................................................................................................................................ 3

How Do I Customize My Course? .............................................................................................................. 3

Materials Required ................................................................................................................................... 4

Maximizing Your Training Power .............................................................................................................. 5

Icebreakers ........................................................................................................................................6

Icebreaker: Friends Indeed........................................................................................................................ 7

Training Manual Sample ..................................................................................................................... 8

Sample Module: Defining Talent .............................................................................................................. 9

Instructor Guide Sample ................................................................................................................... 16

Sample Module: Defining Talent ............................................................................................................ 17

Activities ......................................................................................................................................... 25

Quick Reference Sheets .................................................................................................................... 29

Certificate of Completion ................................................................................................................. 31

HTML Material ................................................................................................................................. 33

PowerPoint Sample .......................................................................................................................... 42


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Preface

What is Courseware?

Welcome to Corporate Training Materials, a completely new training

experience!

Our courseware packages offer you top-quality training materials that

are customizable, user-friendly, educational, and fun. We provide yourmaterials, materials for the student, PowerPoint slides, and a take-

home reference sheet for the student. You simply need to prepare and

train!

Best of all, our courseware packages are created in Microsoft Office and can be opened using any

version of Word and PowerPoint. (Most other word processing and presentation programs support

these formats, too.) This means that you can customize the content, add your logo, change the color

scheme, and easily print and e-mail training materials.

How Do I Customize My Course?

Customizing your course is easy. To edit text, just click and type as you would with any document. This is

particularly convenient if you want to add customized statistics for your region, special examples for

your participants industry, or additional information. You can, of course, also use all of your word

processors other features, including text formatting and editing tools (such as cutting and pasting).

To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the

Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click Update entire

table and press OK.

(You will also want to perform this step if you add modules or move them around.)

If you want to change the way text looks, you can format any piece of text any way you want. However,

to make it easy, we have used styles so that you can update all the text at once.

If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting.

In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will

then produce the Modify Style options window where you can set your preferred style options.


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For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would

do:

Now, we can change our formatting and it will apply to all the headings in the document.

For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by

Corporate Training Materials.

Materials Required

All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard

or chalkboard instead.)

We recommend that each participant have a copy of the Training Manual, and that you review each

module before training to ensure you have any special materials required. Worksheets and handouts are

included within a separate activities folder and can be reproduced and used where indicated. If you

would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead

of having individual worksheets.


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We recommend these additional materials for all workshops:

Laptop with projector, for PowerPoint slides Quick Reference Sheets for students to take home Timer or watch (separate from your laptop) Masking tape Blank paper

Maximizing Your Training Power

We have just one more thing for you before you get started. Our company is built for trainers, by

trainers, so we thought we would share some of our tips with you, to help you create an engaging,

unforgettable experience for your participants.

Make it customized. By tailoring each course to your participants, you will find that your resultswill increase a thousand-fold.

o Use examples, case studies, and stories that are relevant to the group.o Identify whether your participants are strangers or whether they work together. Tailor

your approach appropriately.

o Different people learn in different ways, so use different types of activities to balance itall out. (For example, some people learn by reading, while others learn by talking about

it, while still others need a hands-on approach. For more information, we suggest

Experiential Learning by David Kolb.)

Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talkfor hours at a time. Make use of the tips in this book and your own experience to keep your

participants engaged. Mix up the activities to include individual work, small group work, large

group discussions, and mini-lectures.

Make it relevant. Participants are much more receptive to learning if they understand why theyare learning it and how they can apply it in their daily lives. Most importantly, they want to

know how it will benefit them and make their lives easier. Take every opportunity to tie what

you are teaching back to real life.

Keep an open mind. Many trainers find that they learn something each time they teach aworkshop. If you go into a training session with that attitude, you will find that there can be an

amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it,

and make the most of it in your workshops.

And now, time for the training!


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Icebreakers

Each course is provided with a wide range of interactive Icebreakers. The trainer can utilize an

Icebreaker to help facilitate the beginning of the course, as it helps break the ice with the

participants. If the participants are new to each other, an icebreaker is a great way to introduce

everyone to each other. If the participants all know each other it can still help loosen up the

room and begin the training session on positive note. Below you will see one of the icebreakers

that can be utilized from the Icebreakers folder.


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Icebreaker: Friends Indeed

Purpose

Have the participants moving around and help to make introductions to each other.

MaterialsRequired

Name card for each person Markers

Preparation

Have participants fill out their name card. Then, ask participants to stand in a circle, shoulder to

shoulder. They should place their name card at their feet. Then they can take a step back. You

as the facilitator should take the place in the center of the circle.

Activity

Explain that there is one less place than people in the group, as you are in the middle and will

be participating. You will call out a statement that applies to you, and anyone to whom that

statement applies must find another place in the circle.

Examples:

Friends who have cats at home Friends who are wearing blue Friends who dont like ice cream

The odd person out must stand in the center and make a statement.

The rules:

You cannot move immediately to your left or right, or back to your place. Lets be adults: no kicking, punching, body-checking, etc.

Play a few rounds until everyone has had a chance to move around.


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Training Manual Sample

On the following pages is a sample module from our Training Manual. Each of our courses

contains twelve modules with three to five lessons per module. It is in the same format and

contains the same material as the Instructor Guide, which is the shown after the Training

Manual sample, but does not contain the Lesson Plans box which assists the trainer during

facilitation.

The Training Manual can be easily updated, edited, or customized to add your business name

and company logo or that of your clients. It provides each participant with a copy of the

material where they can follow along with the instructor.


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Sample Module: Defining Talent

All talent is not artistic. Talent is any ability or skill at which a person is

successful. It is important for leaders of organizations to find and

develop talented employees. Employees who have the specific skill sets

that the company requires are profitable and help drive the business

forward.

A really great talent finds its

happiness in execution.

Goethe


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What Is Talent Management?

The Human Resource department typically monitors talent management.

Since the late 1990s, the focus on employee management has changed. The

high cost of turnover combined with poor engagement, competition for

skilled labor, and succession planning has led to a greater interest in managingtalent. There are four stages to talent management.

1. Assess: Determine what your company needs and the skillsemployees need to have.

2. Recruit: Search for and recruit the right employees for the organization3. Develop: Train and develop employees to promote and stay long-term.4. Coordinate: Align the goals of the employees with the goals of the company.


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Types of Talent

Companies need a variety of talent. It is important to match skill sets with

positions, but it is equally important to find people who have natural talent

and specific personality traits to provide balance and work with the other

team members. There are four basic types of talent.

1. Innovator: Innovators are good at finding innovative solutions toproblems and monitoring the market trends. They keep companies from missing opportunities.

2. Visionary: Visionaries encourage change. They are always looking to the future and focus onnew ideas. Visionaries drive the business forward.

3. Practical: Practical employees manage and implement different applications. They focus onseeing a task through to completion. They ensure that a job is done.

4.

Relationship Expert: People who listen well and communicate ideas effectively are able todevelop relationships. These employees are important to create a functional team.


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Skills and Knowledge Defined

Knowledge of a subject or field is necessary in order to develop certain skills.

Knowledge comes from education and skills come with experience and training.

For example, someone can have knowledge of legal requirements for a particular

subject but not be skilled to apply that knowledge. Skills and knowledge are bothrequired for a job.

Skill Examples:

Math Typing Editing Clerical Phone Speaking

Every position requires a different skill and knowledge set. Employees should already have a certain

amount of knowledge and skills when they are hired, but skills and knowledge should be advanced with

training on the job. For example, employees should have basic knowledge of the computer programs

that the company uses as well as the skills to use the program. Knowledge of policies and procedures,

however, must be trained.


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Case Study

P.F. Changs expanded quickly in 10 years. Established in 1993, there were over

127 branches by 2004. As personal contact became more difficult to keep, talent

management, including succession planning, became a goal of the organization.

After implementing talent management strategies, the organization saw a 13percent increase in sales and a 32 percent increase in profitability.


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Sample Module: Review Questions

1. What is the main reason a company develops employees?a) Coordinate goalsb) Retain talent long-termc) Determine needsd) Find new talent

2. How does assessing affect recruiting and hiring?a) Coordinate goalsb) Retain talent long-termc) Determine skills needed in positionsd) Find new talent

3. Which type of employee communicates effectively?a) Innovatorb) Visionaryc) Practicald) Relationship Expert

4. Which type of employee focuses on the future?a) Innovatorb) Visionaryc) Practicald) Relationship Expert

5. It is necessary for companies to train its employees on which of the following?a) Policies and proceduresb) Computer programsc) Company goalsd) Succession planning


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6. Which of the following is not a skill?a) Speakingb) Typingc) Legal knowledged)

Math

7. What was the percentage of sales increase at P.F. Changs after focusing on talentmanagement?

a) 13b) 27c) 10d) 127

8. What was profit percentage increase at P.F. Changs after focusing on talent management?a) 13b) 27c) 10d) 127


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Instructor Guide Sample

On the following pages is a sample module from our Instructor Guide. It provides the instructor

with a copy of the material and a Lesson Plans box. Each Instructor Guide and Training Manual

mirrors each other in terms of the content. They differ in that the Instructor Guide is

customized towards the trainer, and Training Manual is customized for the participant.

The key benefit for the trainer is the Lesson Plan box. It provides a standardized set of tools to

assist the instructor train that particular lesson. The Lesson Plan box gives an estimated time to

complete the lesson, any materials that are needed for the lesson, recommended activities, and

additional points to assist in delivering the lessons such as Stories to Share and Delivery Tips.


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Sample Module: Defining Talent

All talent is not artistic. Talent is any ability or skill at which a person is

successful. It is important for leaders of organizations to find and

develop talented employees. Employees who have the specific skill sets

that the company requires are profitable and help drive the business

forward.

A really great talent finds its

happiness in execution.

Goethe


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Estimated Time 10 minutes

Topic Objective Introduce talent management.

Topic Summary


Consider the four stages of talent management.

Materials Required Worksheet: Talent Management Stages

Planning Checklist None

Recommended ActivityComplete the worksheet individually. Break into small groups and discuss

your answers. Reunite with the class and review the topic.

Stories to ShareShare a personal story about a time that you worked with people who didnot have the necessary skills to perform their tasks, or discuss a job that did

not train and develop employees.

Delivery TipsSkip the large group conversation or the small group discussion if you need

more time.

Review Questions What are the four steps of talent management?

The Human Resource department typically monitors talent management. Since

the late 1990s, the focus on employee management has changed. The high cost

of turnover combined with poor engagement, competition for skilled labor, and

succession planning has led to a greater interest in managing talent. There are

four stages to talent management.

1. Assess: Determine what your company needs and the skills employeesneed to have.

2. Recruit: Search for and recruit the right employees for the organization3.

Develop: Train and develop employees to promote and stay long-term.

4. Coordinate: Align the goals of the employees with the goals of the company.


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Types of Talent


Topic Objective Introduce the different types of talent.

Topic Summary

Types of Talent

Use the exercise to explore the different types of talent.

Materials Required Worksheet: Talent


Recommended ActivityWork on the exercise independently. Share your answers with your small group

and review as a class.

Stories to Share

Explain that there needs to be a balance of talent. For example too manyinnovators will clash and too many practical employees will miss opportunities.

Ask the participants to share any experiences they had working with unbalanced

groups.

Delivery Tips If you feel that you are short on time, skip the class discussion.

Review Questions Which talent helps create change?

Companies need a variety of talent. It is important to match skill sets with

positions, but it is equally important to find people who have natural talent

and specific personality traits to provide balance and work with the other

team members. There are four basic types of talent.

1. Innovator: Innovators are good at finding innovative solutions toproblems and monitoring the market trends. They keep companies from missing opportunities.

2. Visionary: Visionaries encourage change. They are always looking to the future and focus onnew ideas. Visionaries drive the business forward.

3.

Practical: Practical employees manage and implement different applications. They focus onseeing a task through to completion. They ensure that a job is done.

4. Relationship Expert: People who listen well and communicate ideas effectively are able todevelop relationships. These employees are important to create a functional team.


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Topic Objective Introduce skills and knowledge.

Topic Summary


Use the exercise to explore how creating a job description that highlights the

most important skills and knowledge for the position can ultimately lead to

attracting the highest quality candidates.

Materials Required Worksheet: Skills


Recommended Activity

Work on the exercise independently. Share your answers with your small group

and review as a class.

Stories to Share

Provide an example of skills and knowledge from a job description. You can use

the want ads or the link below to find a relevant example.

http://www.mrsc.org/jobdesc/jobdescriptions.aspx

Delivery Tips If you feel that you are short on time, skip the class discussion.

Review Questions What is an example of a skill?
http://www.mrsc.org/jobdesc/jobdescriptions.aspxhttp://www.mrsc.org/jobdesc/jobdescriptions.aspxhttp://www.mrsc.org/jobdesc/jobdescriptions.aspx


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Knowledge of a subject or field is necessary in order to develop certain skills.

Knowledge comes from education and skills come with experience and training.

For example, someone can have knowledge of legal requirements for a particular

subject but not be skilled to apply that knowledge. Skills and knowledge are both

required for a job.

Skill Examples:

Math Typing Editing Clerical

Phone

SpeakingEvery position requires a different skill and knowledge set. Employees should already have a certain

amount of knowledge and skills when they are hired, but skills and knowledge should be advanced with

training on the job. For example, employees should have basic knowledge of the computer programs

that the company uses as well as the skills to use the program. Knowledge of policies and procedures,

however, must be trained.


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Case Study


Topic Objective Use the case study to discuss the effect of talent management.

Topic Summary

Case Study

Consider the success of talent management.

Materials Required None


Recommended ActivityAsk the class to discuss why talent management led to an increase in

profitability. Be sure to mention turnover.

Stories to Share

Read the article at the link below and discuss how P.F. Changs 4Q (2010)profits doubled from the same quarter year before.

http://www.nrn.com/article/pf-chang%E2%80%99s-4q-profit-doubles

Delivery Tips Encourage all students to participate.

Review Questions How many branches did P.F. Changs have in 2004?

P.F. Changs expanded quickly in 10 years. Established in 1993, there were over

127 branches by 2004. As personal contact became more difficult to keep, talent

management, including succession planning, became a goal of the organization.

After implementing talent management strategies, the organization saw a 13

percent increase in sales and a 32 percent increase in profitability.
http://www.nrn.com/article/pf-chang%E2%80%99s-4q-profit-doubleshttp://www.nrn.com/article/pf-chang%E2%80%99s-4q-profit-doubleshttp://www.nrn.com/article/pf-chang%E2%80%99s-4q-profit-doubles


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Sample Module: Review Questions

1. What is the main reason a company develops employees?a) Coordinate goalsb) Retain talent long-termc) Determine needsd) Find new talentThe four steps of the talent management process are: Assess, Recruit, Develop, and Coordinate.

Developing employees helps companies hold onto talent for the long-term.

2. How does assessing affect recruiting and hiring?a) Coordinate goalsb) Retain talent long-termc) Determine skills needed in positionsd) Find new talentAssessing is the first step in talent management. This allows companies to determine which

positions are needed and the skills employees need to have.

3. Which type of employee communicates effectively?a) Innovatorb) Visionaryc) Practicald) Relationship ExpertEach employee has natural talents. Relationship experts are able to communicate effectively

and promote teamwork.

4. Which type of employee focuses on the future?a) Innovatorb) Visionaryc) Practicald) Relationship ExpertVisionaries focus on the future. They help drive the company forward and encourage change.


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5. It is necessary for companies to train its employees on which of the following?a) Policies and proceduresb) Computer programsc) Company goalsd)

Succession planning

Employees need to have certain knowledge and skills prior to becoming employed with a

company. Policies and procedures should be taught to the companys employees once they

come on board.

6. Which of the following is not a skill?a) Speakingb) Typingc) Legal knowledged) MathKnowledge is an understanding that comes with education. Skills are applied knowledge.

7. What was the percentage of sales increase at P.F. Changs after focusing on talentmanagement?

a) 13b) 27c) 10d) 127A focus on talent management was instituted after the company expanded. The sales increasedby 13 percent.

8. What was profit percentage increase at P.F. Changs after focusing on talent management?a) 13b) 27c) 10d) 127A focus on talent management was instituted after the company expanded. The profits

increased by 27 percent.


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Activities

During the facilitation of a lesson a Worksheet or Handout may be utilized to help present the

material. If a lesson calls for a Worksheet or Handout it will be listed in the Lesson Plan box

under Materials Required. The trainer can then utilize the Activities folder for the

corresponding material and then provide it to the participants. They are all on separate Word

documents, and are easily edited and customized.

Below you will see the Worksheets or Handouts that are utilized during the training of the

above lesson. They are located in the Activities folder and can be easily printed and edited for

the participants.


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Sample Worksheet: Talent Management Stage

Write down actions to implement at each stage. For example, recruiting could include job fairs or

incentives.

Assess

______________________________________________________________________________ ______________________________________________________________________________

Recruit

______________________________________________________________________________ ______________________________________________________________________________

Develop

______________________________________________________________________________ ______________________________________________________________________________

Align

______________________________________________________________________________ ______________________________________________________________________________


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Sample Worksheet: Talent

Take a few minutes to consider the best team you worked with. Describe the dynamics of that team.

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

Take a few minutes to consider the worst team you worked with. Describe the dynamics of that team.

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

Describe how the right talent could have improved the poor functioning team.

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________


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Sample Worksheet: Skills

Create a job description for your company. Be sure to include practical knowledge and skills.

Skills: Knowledge:

____________________________________ ____________________________________

____________________________________ ____________________________________

____________________________________ ____________________________________

____________________________________ ____________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________


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Quick Reference Sheets

Below is an example of our Quick reference Sheets. They are used to provide the participants

with a quick way to reference the material after the course has been completed. They can be

customized by the trainer to provide the material deemed the most important. They are a way

the participants can look back and reference the material at a later date.

They are also very useful as a take-away from the workshop when branded. When a participant

leaves with a Quick Reference Sheet it provides a great way to promote future business.


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360 Degree Feedback

360 degree feedback is a

method of reviewing

employees. Employeesare given anonymous

feedback from

supervisors and peers. Managers are also

given direct reports in their feedback.

Employees typically evaluate themselves

as well. These evaluations will help

improve performance by:

Identifying and enhancing strengths Identifying areas that need

development

Setting goals Creating action plansThe evaluations are typically done on a

scale of 1 to 10, and there is a place for

comments. The scores from supervisors,

peers, and direct reports are averaged

and compared with average company

scores.

What is Succession Planning?

Successful succession planning develops a

pool of talent so that there are numerous

qualified candidates throughout theorganization to fill vacancies in leadership.

This strategy requires recruiting qualified

talent, creating a talent pool, and instilling

loyalty.

The Requirements of Succession Planning:

Identify long-term goals and objectives: The long-term goalsdirectly relate to succession planning.

Understand the needs of the company: The responsibilitiesrelated to different positions are subject to change. Consider

which positions may be eliminated and which ones will be

added.

Recognize trends in the workforce and engage employees:Understand the changes occurring in your company. For

example, are your strategic employees nearing retirement?

Invest in employees, and provide them with new

responsibility.

Overcoming Roadblocks

No support from senior management: An effective succession plan requirescommitment from senior management in order for the plan to succeed.

Leaders are not flexible: Succession plans need to be altered over time. When peopletry to go forward with a plan that is not working, it will fail.

The plan is not given priority: Large companies may be complacent about succession planning. Goals are not achievable: Never being able to achieve goals breeds frustration and failure.

Talent Management

www.corporatetrainingmaterials.com Corporate Training Materials, 2011
http://www.corporatetrainingmaterials.com/http://www.corporatetrainingmaterials.com/


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Certificate of Completion

Every course comes with a Certificate of Completion where the participants can be recognized

for completing the course. It provides a record of their attendance and to be recognized fortheir participation in the workshop.


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[Name

]

Hasmasteredth

ecourse

TenMnmn

Awardedthis_______dayof___

_______,20___

CERTIFICATEOF

COMPLET

ION

PresenterNameandTitle


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HTML Material

We also offer an HTML version of the material. We convert a Training Manual to HTML which provides a

basic way of viewing the material through your Internet browser. The material is presented with a Table

of Content along the left so you can navigate between modules and lessons. There is also a set ofnavigation buttons along the top where you can just click though the material page by page.

The HTML material can be hosted and accessed on a local computer. It is also possible to provide

remote access through the Internet, a LAN, or even your companies Intranet. HTML provides the ability

to offer a self-paced or off site version of the course.

The link below will provide you the opportunity to view and navigate through the HTML format the

same way a participant would experience it.

www.corporatetrainingmaterials.com/HTML_Sample/Talent_Management/index.html
http://www.corporatetrainingmaterials.com/HTML_Sample/Talent_Management/index.htmlhttp://www.corporatetrainingmaterials.com/HTML_Sample/Talent_Management/index.htmlhttp://www.corporatetrainingmaterials.com/HTML_Sample/Talent_Management/index.html


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PowerPoint Sample

Below you will find the PowerPoint sample. The slides are based on and created from the

Training Manual. PowerPoint slides are a great tool to use during the facilitation of the

material; they help to focus on the important points of information presented during the

training.


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talent management sample

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