The Certified Talent Management Program

Why Attend

Talent strategy for a new age

Our global community of Talent Economists are evidence-led facilitators of an organization’s strategic talent agenda.

In practice, the toolkit they use stands on three distinct principles: 

  1. Deep diagnosis provides some of the best & clearest starting points for talent strategy. Talent Economists always start with diagnosis from the outside-in. This is because talent circumstances differ by country, by industry and sometimes even by business units within a company. It is for exactly this reason that we often see one-sized solutions miss their mark.
  2. Talent strategy conversations must be simple, commercial, evidence based and in the language of the business. They must also bring forth a clear investment hypothesis for the short and long terms.
  3. Future capability strategy must remain anchored in the boardroom and led by business leaders. While HR and other functions like Finance are key partners in execution, it is important that the strategy reflects all possible sources of future capability; from employees and contractors, all the way to acquisitions, joint ventures, digital and machine learning.
In specific, there are four trends which every talent strategist must increasingly acknowledge, and provide for
  • 1. Global business is converging, getting riskier and more complex.

    Organizational outcomes are increasingly influenced by external factors beyond our control. One size solutions don’t work across the disparate talent circumstances that a global business is forced to contend with.

  • 2. Talent is getting commoditized. Today’s employee makes a daily choice.

    Information asymmetry has corroded the institution’s erstwhile advantages as a career benefactor, a custodian of equity, and provider of financial security. The fading stigma associated with job hopping, the increasing risk of retrenchment and rise in strategic outsourcing has fundamentally altered 21st century employment drivers.

  • 3. The “War for Talent” will distinctly escalate over the coming decade in several key markets across the world.

    Talent today doesn’t chase retirement benefits. It chases employment value. Organisations which are better at providing this value win. As a direct consequence, 20th century management practices are proving increasingly ineffective with 21st century employees.

  • 4. Winning organisations are moving beyond process based Talent Management by developing a broad based talent culture.

    There exists a strong need for long term talent strategy, which is built and executed within the business, rather than the periphery. While we need to inspire leaders on their role in building a talent culture, the human resources department, with its unique vantage point, must play an impactful facilitators role in talent strategy formulation and execution.