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 designing and implementing talent academies.

Your people, your challenges, your strategy

Held at your premises or at a venue you select, this course consists of four half-day modules. As the programme draws on the challenges, experience and opportunities within your organisation, 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 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 includes four 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 – development of the skills needed to coach, motivate and engage as part of everyday working.
  4. Planning for future talent needs – how to asses high potential, plan for succession and make robust talent decisions.

  • 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 is a very helpful and progressive company to work with.

    Allison Miller

  • Users have found the dashboard very useful; individuals can see their own progress and what they are working on, and managers are able to check on team performance and progress. As a leadership team we’re able to see who is falling behind in their objectives.

    Alison Sercombe, Thames Valley Police

  • Working with Head Light is refreshing: the team invests time to understand our organisation, our ethos and our culture to make sure that the framework we developed together is recognised as meaningful and useful by Managers to ultimately deliver value to the business.”

    Julie O’Donnell, Daikin

  • 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