Build the trust that makes candid feedback about scarce talent attraction strategy possible.
Building a Strategy to Attract and Compete for Scarce Talent
A concise, decision-focused programme covering scarce talent attraction strategy end to end.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Teams read what their leaders tolerate on scarce talent attraction strategy far more accurately than what their leaders announce. Managers are promoted for competence and then judged on attraction strategy, which nobody trained them for. Cases are chosen to expose the trade-offs in the wider organisational leadership agenda rather than to illustrate ideal conditions. The version of scarce talent attraction strategy described in the manual and the version practised on the floor tend to diverge over time. They leave able to brief senior management on this aspect of organisational leadership in terms that support a decision. Across sectors, teams that rehearse attraction strategy outperform teams that only plan it. It establishes a shared vocabulary for scarce talent attraction strategy so that teams can disagree productively about it. The programme works equally well for those formalising attraction strategy for the first time and those improving an existing approach. Participants leave with a first-ninety-days plan for the organisational leadership discipline rather than a set of notes.
Expected Learning Outcomes
Hold difficult conversations about attraction strategy early, while they are still small.
Build a concise leadership plan for scarce talent attraction strategy that colleagues can follow without further explanation.
Set acceptance criteria for attraction strategy before work begins rather than after.
Establish what evidence would demonstrate that scarce talent attraction strategy is under control.
Resolve conflict about attraction strategy without leaving residue.
Judge when to escalate scarce talent attraction strategy and when to absorb it.
Who Should Attend
Public sector managers applying scarce talent attraction strategy within institutional constraints.
Procurement and contracting staff whose agreements set obligations around attraction strategy.
Managers of geographically distributed teams handling scarce talent attraction strategy.
Department heads and senior managers accountable for attraction strategy.
Experienced practitioners formalising an approach to scarce talent attraction strategy that has grown up informally.
Team leaders responsible for daily delivery of attraction strategy.
Course Modules
Scarce talent attraction strategy: conflict, politics and informal power
2 sessions · 8 pointsSession 1Closing out scarce talent attraction strategy and capturing what was learned
- Plan the sequence in which improvements to scarce talent attraction strategy will be introduced.
- Set out how exceptions to attraction strategy are requested and approved.
- Assign responsibility for keeping documentation of scarce talent attraction strategy current.
- Name a single owner for each element of attraction strategy.
Session 2Showing that attraction strategy changed something measurable
- Identify your successor for scarce talent attraction strategy and the gap they need to close.
- Agree the smallest change to attraction strategy that would be visibly useful.
- Define acceptance criteria for scarce talent attraction strategy in advance.
- Check whether incentives anywhere reward behaviour that undermines attraction strategy.
Attraction strategy: performance, standards and consistency
2 sessions · 8 pointsSession 1Delegating attraction strategy without abandoning it
- Record the rationale for each significant choice made about scarce talent attraction strategy.
- Ask the team what they think is wrong with the plan for attraction strategy.
- Recognise publicly one person whose work on scarce talent attraction strategy went unnoticed.
- Set the review point at which attraction strategy will be reconsidered.
Session 2Recovering after a visible mistake on attraction strategy
- Identify which function can quietly block scarce talent attraction strategy and address it directly.
- Set the review interval for attraction strategy and who attends.
- Name the person accountable for each part of scarce talent attraction strategy, not the committee.
- Set the decision rights on attraction strategy: who decides, who is consulted, who is told.
Attraction strategy: setting direction people can act on
2 sessions · 8 pointsSession 1Escalation and decision rights in attraction strategy
- Prepare how you will respond when scarce talent attraction strategy is challenged publicly.
- Identify the conversation about attraction strategy you have been postponing, and schedule it.
- Assess the workload scarce talent attraction strategy adds and what you will remove to make room.
- Estimate the resource attraction strategy requires to run as designed.
Session 2Applying the standard on scarce talent attraction strategy to your best performer
- Review whether scarce talent attraction strategy is aligned with the objectives of the management team.
- Review a past decision on attraction strategy and state honestly what you would change.
- Confirm that contractual obligations around scarce talent attraction strategy are understood.
- Confirm that the people affected by attraction strategy heard it from you first.
Attraction strategy: delegation, trust and accountability
2 sessions · 8 pointsSession 1The hard cases in attraction strategy and how to reason about them
- Remove steps in scarce talent attraction strategy that add effort without adding assurance.
- Give one piece of specific feedback on attraction strategy within the week.
- Write down the assumptions underpinning the approach to scarce talent attraction strategy.
- Agree what will be standardised in attraction strategy and what will not.
Session 2What your team concludes from how you handle attraction strategy
- Decide what you will delegate on scarce talent attraction strategy and what you will not, and say why.
- Decide the point at which you would escalate attraction strategy.
- Identify the data already collected that bears on scarce talent attraction strategy.
- Identify where judgement in attraction strategy is legitimate and where it is not.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.