“Implement innovative strategies by bringing workforce  analytics, business
strategy and talent management together”

Program Highlights:

  • A transformational program for HR leaders, based on an effective mix of concept, discussion, analysis and skills practice.
  • Designed as a simple and practical application of economic frameworks to talent management.
  • Builds a bridge between the changing needs of global business and an increasingly fluid labour force.
  • Based on groundbreaking new research in the areas of talent management and talent strategy.
  • Delivered through an effective mix of presentations, discussion, data analysis, contemporary research and live skills practice.

The Certified Talent Economist™ Program has been designed to help senior HR practitioners improve their strategic orientation. It also provides them with specific tools and techniques needed for talent strategy formulation and execution. Based on the bestselling new book, Talent Economics (Kogan Page, 2012), which has been described as a game changing perspective on talent management; this program focuses on mastery of the analysis frameworks and talent management tools designed specifically for a 21st century workforce.

The certification program is divided into 4 modules spread over twelve weeks of face to face and virtual work. Over this period, the program coaches each participant through one cycle of talent diagnosis, strategy formulation and leadership communication.

The War for Talent is escalating, and the ramifications can be felt across industry segments, in both developed and emerging economies. Leaders increasingly worry about the strength of their talent pipeline and often this ball lands in the Human Resources department’s court. There is increasing pressure on HR leaders to craft talent strategies in line with the business agenda. This has, in the past, lead to a flurry of new programs, practices and processes to help organisations attract , retain and develop talent; yet for all the increasing sophistication of talent management practices, the situation continues to deteriorate.

In reality, there is little that reactive programs or practices can do in the absence of well researched strategy. There is an increasing acceptance that HR needs to bring a stronger strategic orientation to the boardroom. At a minimum, an orientation which addresses the unquestionable shifts in every organization’s talent reality.


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