Talent Management



Providing a Growing Pool of Talent to Ensure Continued Growth and Excellence in Operations

A practical workshop to enable participants to ensure ongoing leadership development and sustained human resource performance.

Learn to

  • Meet the growth and career aspirations of your people;
  • Become a better coach;
  • Use a variey of tools to identify your high performers;
  • Create development plans for the next generation of leadership;
  • Provide successful mentoring relationships that will enhance learning and self-esteem.


The Canadian employment landscape is becoming increasingly challenging and will become even more difficult over the enxt decade.  It is generally recognized that there are not enough experienced and well trained managers to fill the vacuum that will be created over the next decade.  According to a study by the Canadian Chamber of Commerce, nearly half of all managers will be retiring over this period.  Canadian organizations are not meeting the challenge of developing a new generation of leadership studies, suggesting that they are spending less on training and development now, in real dollars, than they did ten years ago.

 If that were not enough, there is the other challenge of retaining a new generation of worker - known as Generation Y.  These newer members of staff have a greater need for more life balance and faster career tracking and are changing jobs on average every two years.

A proactive response to these challenges is warranted.  This must include a conscious, comprehensive plan to ensure a seamless transition when retirement or unexpected resignations occur.  Having the right people in place creates organizational "bench strength" that will ensure ongoing high performance. 

This workshop will give leaders the strategies and tools needed to hold onto good people and build a new generation of committed managers.


2 days


Line managers and human resource professionals who care about the future stability and growth of their human resources.


By the end of this workshop, participants will

  • Understand the link between leadership, performance and staff development
  • Know how to identify future leaders
  • Be able to create customized development plans for their staff
  • Become familiar with many optional vehicles for developing talent that are low cost and have high impact
  • Learn the secrets of motivating and promoting the careers of different generations
  • Know how to conduct effective performance reviews that will meld staff expectations with growth opportunities
  • Become familiar with a variety of assessment tools that will enable managers to evaluate people and steer them in the right direction



At this fast paced, skill-laden workshop, participants will get the skills, confidence and tools to bring about a revolution in the way people are developed and retained in their organizations.  

Participants will benefit from an informal, enjoyable learning environment, which will encourage active participation and openness.  They will learn by networking with each other and establishing best practices in the talent management  field.

Participants will leave with an action plan that they can put into practice right away.



  •  Canadian staffing challenges
  •  Failing strategies·      The cost of staff turnover
  • Who are your high potentials?
  • Why the leadership pool is so shallow 

Operationalizing a succession plan

  • Distinguishing high performers from high potentials.
  • How to identify your next generation of leaders.
  • Designing a succession plan that is both firm and flexible.
  • Dealing with disappointment when a high performer doesn’t get the coveted job.
  • Avoiding the perception of favouritism and negative morale with those staff that are not on a fast track

Leadership development

  • Identifying leadership candidates
  • The 3 critical elements to identify high potentials:  performance,  readiness and willingness

 Millennium workers

  • Why we can’t keep new hires for longer than 2 years
  • Expectations of the generation Y worker 

Development strategies

  • Helping people achieve their full potential
  • Aligning interests and skills
  • Creating customized learning plans.
  • Treating learning opportunities as a buffet
  • Matching learning styles and learning opportunities
  • Philosophies of responsibility that will maximize development
  • Knowing and using core competencies to focus development.
  • Best and worst tools for selection and career planning.
  • Dealing with disappointment
  • The performance reviews: strategies to develop ownership for career development
  • Workshops: Either stop them or use of them effectively
  • Coaching for high performance
  • Creating successful mentoring relationships