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  1. 1. marcus evans professional training Understanding how to successfully develop high-potential talent for critical and leadership positions within the organization Interview with Glem Dias Glem Dias, influential thought leader, frequent keynote speaker and an award-winning talent development practitioner will lead the professional training course on Accelerating High-Potential Talent for Growth and Placement into Leadership and Critical Roles, hosted by marcus evans in January in Chicago. In an interview conducted by Tatawan Plengsirivat, Senior Manager of Professional Training at marcus evans, Glem discusses the importance of developing a leadership pipeline, what it takes to incorporate a successful strategy and how talent development programs will be shaped over the next few years. Q:What do you believe are some of the core elements Q:What do you think High-Potential Talent Programs among of a Successful High-Potential Talent Strategy? Fortune 500 organizations will look like 5 years from now? A:It is a non-starter if a high-potential talent strategy is not aligned A:In more progressive companies, the elements outlined below are already to the strategic direction of the organization. Next, it’s about being a reality and you will see other companies evolve in these areas. clear upfront on what success would look like in terms of enabling strategy • High-potential programs will be designed and implemented as integrated and business outcomes. Other core elements would include engaging global programs. Global online communities using social media are leaders to build leaders, and ensuring that high-potential programs increasingly being leveraged for collaboration. are not an event, but are sustained through rich on-the job experiences, • The role of business leaders in talent management is likely to expand action-learning projects and developmental relationships. in the next five years. • Companies will invest to accelerate high-potentials from the new Q:How can High-Potential Talent Management Programs generation in the workforce to be future leaders. be transformed into a competitive advantage? • High-Potential talent will be managed as corporate assets. There will A:An organization that focuses on developing a robust leadership pipeline also be a stronger focus on action learning. from early-in-career to the C-Suite executive level will create a competitive advantage in today’s knowledge based and global economy. Q:What are some emerging ideas, tools or trends that you think are heavily influencing how Leadership Development Professionals Q:What is the most commonly missed point that most High Potential operate? Is there any particular one we should be paying close Talent Programs operate on? attention to? A:Quite often High Potential Talent Programs are launched and executed A:I am noticing an early trend where Leadership Development as an event without a roadmap to sustain the momentum with an effective Professionals are collaborating with their industry peers to create development plan, engaging senior leaders and providing ongoing a shared center of excellence for high-potential development. Social feedback and stretch assignments or projects. media based platforms are very effective for action-learning projects that enable high potentials to collaborate online and drive innovation. Q:What do you believe is one of the most important things on the Leadership Development Professional's agenda for 2013? As companies are increasingly creating a HR Business Partner (HRBP) model, it is important to develop the talent management capabilities A:Developing a leadership and critical talent pipeline to sustain, grow of HRBPs. This will enable them to effectively partner with their and position the organization for success medium to long-term. business leaders to create and execute a talent strategy for their business unit. Q:What do you believe are today's requirements for being You will see more companies use outside vendors, suppliers and other a successful High Potential Talent Program Manager? experts to create and implement different components of the high- Have these requirements changed over the past 5 years? potential programs. A:A successful Talent program Manager needs to have an innovative, global and entrepreneurial mindset to seize the opportunities that connect I think we should play close attention to talent mobility to enable with the business needs. Other requirements include being a thought movement of high potentials into developmental roles to accelerate leader, facilitator, program developer, and a business partner who engages development and broaden their experiences. It is a dynamic process and drives accountability. where employees move vertically and laterally – often crossing business, function and geographic lines. The goal should be to match Over the past 5 years, talent management has evolved and so have talent to requirements. Talent mobility enables you to develop strong the above requirements for Talent Program Managers. The need to have bench strength for critical roles. a global focus in creating and implementing programs has become more critical. There is also an increased focus on alignment to business strategy and tracking talent and organizational outcomes. For more information on availability, course content and registration, please contact Emily Jones at emilyj@marcusevansch.com or 312 540 3000 EXT 6714. MARCUS EVANS PROFESSIONAL TRAINING

Transcript

  1. 1. marcus evans professional training Understanding how to successfully develop high-potential talent for critical and leadership positions within the organization Interview with Glem Dias Glem Dias, influential thought leader, frequent keynote speaker and an award-winning talent development practitioner will lead the professional training course on Accelerating High-Potential Talent for Growth and Placement into Leadership and Critical Roles, hosted by marcus evans in January in Chicago. In an interview conducted by Tatawan Plengsirivat, Senior Manager of Professional Training at marcus evans, Glem discusses the importance of developing a leadership pipeline, what it takes to incorporate a successful strategy and how talent development programs will be shaped over the next few years. Q:What do you believe are some of the core elements Q:What do you think High-Potential Talent Programs among of a Successful High-Potential Talent Strategy? Fortune 500 organizations will look like 5 years from now? A:It is a non-starter if a high-potential talent strategy is not aligned A:In more progressive companies, the elements outlined below are already to the strategic direction of the organization. Next, it’s about being a reality and you will see other companies evolve in these areas. clear upfront on what success would look like in terms of enabling strategy • High-potential programs will be designed and implemented as integrated and business outcomes. Other core elements would include engaging global programs. Global online communities using social media are leaders to build leaders, and ensuring that high-potential programs increasingly being leveraged for collaboration. are not an event, but are sustained through rich on-the job experiences, • The role of business leaders in talent management is likely to expand action-learning projects and developmental relationships. in the next five years. • Companies will invest to accelerate high-potentials from the new Q:How can High-Potential Talent Management Programs generation in the workforce to be future leaders. be transformed into a competitive advantage? • High-Potential talent will be managed as corporate assets. There will A:An organization that focuses on developing a robust leadership pipeline also be a stronger focus on action learning. from early-in-career to the C-Suite executive level will create a competitive advantage in today’s knowledge based and global economy. Q:What are some emerging ideas, tools or trends that you think are heavily influencing how Leadership Development Professionals Q:What is the most commonly missed point that most High Potential operate? Is there any particular one we should be paying close Talent Programs operate on? attention to? A:Quite often High Potential Talent Programs are launched and executed A:I am noticing an early trend where Leadership Development as an event without a roadmap to sustain the momentum with an effective Professionals are collaborating with their industry peers to create development plan, engaging senior leaders and providing ongoing a shared center of excellence for high-potential development. Social feedback and stretch assignments or projects. media based platforms are very effective for action-learning projects that enable high potentials to collaborate online and drive innovation. Q:What do you believe is one of the most important things on the Leadership Development Professional's agenda for 2013? As companies are increasingly creating a HR Business Partner (HRBP) model, it is important to develop the talent management capabilities A:Developing a leadership and critical talent pipeline to sustain, grow of HRBPs. This will enable them to effectively partner with their and position the organization for success medium to long-term. business leaders to create and execute a talent strategy for their business unit. Q:What do you believe are today's requirements for being You will see more companies use outside vendors, suppliers and other a successful High Potential Talent Program Manager? experts to create and implement different components of the high- Have these requirements changed over the past 5 years? potential programs. A:A successful Talent program Manager needs to have an innovative, global and entrepreneurial mindset to seize the opportunities that connect I think we should play close attention to talent mobility to enable with the business needs. Other requirements include being a thought movement of high potentials into developmental roles to accelerate leader, facilitator, program developer, and a business partner who engages development and broaden their experiences. It is a dynamic process and drives accountability. where employees move vertically and laterally – often crossing business, function and geographic lines. The goal should be to match Over the past 5 years, talent management has evolved and so have talent to requirements. Talent mobility enables you to develop strong the above requirements for Talent Program Managers. The need to have bench strength for critical roles. a global focus in creating and implementing programs has become more critical. There is also an increased focus on alignment to business strategy and tracking talent and organizational outcomes. For more information on availability, course content and registration, please contact Emily Jones at emilyj@marcusevansch.com or 312 540 3000 EXT 6714. MARCUS EVANS PROFESSIONAL TRAINING

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