Talent management for managers

Talent Management is not the sole domain of the HR or Learning & Development team. You’ll know that delivering your organisation’s people strategy needs the commitment and understanding of your line and business managers, senior leadership team and HR Business Partners.

Talent Management for Managers courseOur Talent Management for Managers programme is for those organisations looking to engage and upskill their managers to become more effective in the day to day recruitment, development and deployment of talent within the business. It is also designed for those tasked with defining and implementing talent academies.

Your people, your challenges, your strategy

Run at your premises or at a venue you select, across four half-day modules, the programme draws on the challenges, experience and opportunities within your organisation and so it’s vital that attendees have some management experience or talent responsibility.

Practical skills – not just the theory

This programme is unlike any other training course or programme on talent management. Led by a business psychologist with experience across sectors and company size, you’ll learn about the theory and research. But more than this you’ll apply it practically to your business. There’s time for discussion of your organisation’s challenges and you’ll get practical, pragmatic comment on how to put this into practice.

Embedding talent management within the business:

  • Gives your people a better understanding of their own strengths and areas for development
  • Provides a clearer demonstration of your desired corporate behaviour
  • Increases ownership of development and career planning
  • Supports succession planning
  • Demonstrates commitment to on-going feedback and development
  • Aligns feedback activity across the organisation
  • Provides a shared understanding of how to identify and spot potential

Related information

Help managers to have career conversations

06 February 2017

It can be tricky for managers to have career conversations with their teams about progression in the organisation; they may know that they need and indeed many want to do this – but they just don’t have the data or information to feel prepared for this.

Are line managers failing to identify talent in talent review meetings?

16 January 2015

When you identify talent, you’re deciding who are offered accelerated promotion opportunities or development programmes. But what if you’re identifying the wrong people? How do you deal with managers’ bias?

This course covers 4 modules:

  1. What is talent management and how does this relate to attendees own areas of responsibility
  2. Managing talent – how to:
    • set and manage performance goals
    • have effective and sometimes difficult performance conversations
    • give constructive feedback
    • help individuals plan and map their career
  3. Growing and retaining talent – the skills and tips to coach as part of everyday working, motivate and engage
  4. Planning for future talent needs – how to asses high potential, plan for succession and make robust talent decisions

  • Working with Head Light is easy and the support has been good.

    Jessica Cowper, Ovo Energy

  • Head Light takes the time to understand us

    Sue Scouler-Davison, Travis Perkins

  • We know we have made the right choice.

    Clare Hannah, DB Cargo

  • Working with Head Light is a really positive experience.

    Alison Sercombe, Thames Valley Police

  • Head Light has helped us take this important step in the adoption of talent management practices.

    Clair Clarke, Trapeze Group UK

  • Working together with Head Light’s practical business psychologists gave us a great sounding board to check out our ideas and provided a different perspective to our thinking. It meant that we could still own the project internally and for it not to be seen as an external consultancy exercise, but still being able to draw on Head Light’s expertise and experience.

    Peter Hawes, Horsham District Council

  • Head Light challenged our thinking and helped us explore what we really wanted from our programme.

    Annette Cairns, Ramsay Health Care