Strategic Talent Management
Work with HR to create value for your team
Over the last few years, a shift has been taking place in terms of how talent management activities get done. Tasks that were once completed by the human resources (HR) department are now being pushed onto the desks of line managers. HR calls this “self service” and thinks that it is the wave of the future. It also represents additional things for line managers to do, and doing these things poorly can have a negative impact on employee engagement, not to mention the potential for liability. This course is designed to help managers understand talent management processes in a way that will lead to better decisions, more engaged employees and lower risk.
Course outline
Day 1
- Why talent management is important
- Why line managers are taking on more HR responsibilities
- What you can expect from your HR department
- How to maximize your HR return on investment (ROI)
- Best practices in sourcing qualified candidates
- Selecting the right employees
- How to create a seamless on-boarding experience
Day 2
- Employee engagement — how to earn loyalty
- Setting expectations through job descriptions
- Ongoing monitoring of performance
- Providing informal and formal feedback
- Assisting with career development
- Establishing appropriate training and reinforcing what is learned
- Desirable versus undesirable turnover
Day 3
- The purpose of compensation — an organizational perspective
- Managing employee concerns about compensation
- Getting employees to appreciate their benefits
- The role of the manager in benefits administration
- Legal issues in HR — ask an expert
- Determining when termination is the right answer
- Managing the termination process
Schedule
Evening before course — Optional dinner for those arriving early
Days 1 and 2 — 8:00 a.m. – 4:30 p.m. Session
Day 3 — 8:00 a.m. – 3:00 p.m. Session
Faculty
Dale Feinauer
Dale Feinauer received his Bachelors of Science (Spring 1979), Masters of Labor and Human Resources (Spring 1982), and Ph.D. in Labor and Human Resources (Spring 1983), from The Ohio State University. He has been a professor at the University of Wisconsin-Oshkosh since 1983, teaching graduate and undergraduate courses in both human resources and management. Dale has engaged in consulting for over 150 organizations in the areas of employee empowerment, team building, reengineering, compensation, training, planning, organizational culture, managing organizational change, board/CEO relations, board roles in the management of not-for-profit organizations, recruitment, performance appraisal and human resource planning. He has conducted over 350 training seminars for local, national and international audiences. Active in his community, Dale has provided volunteer services to over 100 organizations, including serving on the Board of Directors of Evergreen Manor Retirement Community for 10 years. He has also been president of the Omro Schools Board of Education, the University of Wisconsin-Oshkosh Faculty Senate and the Winnebago County Association for Retarded Citizens.
Jim Woodrum
Jim Woodrum is the director of the Mid-Management Development program within the Executive Education department in the University of Wisconsin-Madison’s School of Business. He also teaches courses in leadership, strategy and talent management. In addition, Jim teaches in the university’s MBA program. Prior to joining the university, Jim spent 20 years with Hewitt Associates, an international HR consulting and outsourcing firm.
The University of Wisconsin-Madison, as a member of the University Continuing Education Association (UCEA), authorizes this course for 2.1 Continuing Education Units (CEUs) or 21 hours.