Set the minimum documentation for high-calibre talent attraction that is genuinely necessary, and stop there.
Building Strategies to Attract High-Calibre Talent
Develop the judgement and the documentation needed to run high-calibre talent attraction properly.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Policy on high-calibre talent attraction is judged by how it is applied in the difficult cases, not the easy ones. Most disputes about the wider people management and development agenda begin as a conversation that was handled badly. Mature organisations treat this part of people management and development as a standing capability rather than a project that finishes. A common pattern is strong design of high-calibre talent attraction paired with weak follow-through. The course covers the wider people management and development agenda at the level of detail needed to act, and stops there. Participants test their assumptions about the people management and development capability against scenarios designed to break weak ones. They acquire practical criteria for judging when high-calibre talent attraction is working and when it is only appearing to. It is written for people who have to make this aspect of people management and development work with the resources they already have. The programme closes with an action plan for the practice within people management and development that each participant writes for their own organisation.
Expected Learning Outcomes
Plan succession and continuity for the roles most exposed to high-calibre talent attraction.
Equip managers to hold the difficult conversations high-calibre talent attraction requires.
Design the appeals or grievance route attached to high-calibre talent attraction.
Apply a repeatable review cycle to high-calibre talent attraction and act on what it produces.
Prepare managers for the emotional load high-calibre talent attraction places on them.
Assess the current state of high-calibre talent attraction against a structured set of criteria rather than impressions.
Who Should Attend
Learning and development officers building capability in high-calibre talent attraction.
Business partners who must understand high-calibre talent attraction well enough to challenge it.
Talent and organisational development specialists working on high-calibre talent attraction.
Recruitment and resourcing staff affected by high-calibre talent attraction.
Consultants and advisers supporting clients on high-calibre talent attraction.
Reward and compensation staff whose frameworks interact with high-calibre talent attraction.
Course Modules
High-calibre talent attraction: fairness, equity and consistency
2 sessions · 8 pointsSession 1Reviewing high-calibre talent attraction against what actually happened
- Test the policy on high-calibre talent attraction against three real cases from the past year.
- Estimate the resource high-calibre talent attraction requires to run as designed.
- Train line managers on high-calibre talent attraction rather than handling every case centrally.
- Identify where judgement in high-calibre talent attraction is legitimate and where it is not.
Session 2Building lasting competence in high-calibre talent attraction
- Map the handovers in high-calibre talent attraction between functions and secure them.
- Estimate the cost of high-calibre talent attraction and the cost of leaving it unchanged.
- Identify the data the organisation already holds that bears on high-calibre talent attraction.
- Confirm that those complying with high-calibre talent attraction understand why it exists.
High-calibre talent attraction: communication and employee understanding
2 sessions · 8 pointsSession 1Where high-calibre talent attraction typically breaks, and why
- Document the reasoning for every exception granted under high-calibre talent attraction.
- Anticipate the objections high-calibre talent attraction will raise and prepare the answers.
- Compare intended and actual outcomes of high-calibre talent attraction honestly.
- Remove steps in high-calibre talent attraction that add effort without adding assurance.
Session 2Applying high-calibre talent attraction consistently to the person you like least
- Plan succession for roles most exposed to high-calibre talent attraction.
- Set the annual review point for high-calibre talent attraction and who attends.
- Build the appeals route for high-calibre talent attraction and publish it.
- Agree the indicators that will show whether high-calibre talent attraction is improving.
High-calibre talent attraction: review, learning and adjustment
2 sessions · 8 pointsSession 1Building manager capability in high-calibre talent attraction rather than owning it centrally
- Establish the boundary of high-calibre talent attraction and record what sits outside it.
- Decide what will be stopped to create capacity for high-calibre talent attraction.
- Record the rationale for each significant choice made about high-calibre talent attraction.
- Design the communication for high-calibre talent attraction around the questions people will actually ask.
Session 2Keeping high-calibre talent attraction alive after the initial push
- Build the competence framework that supports high-calibre talent attraction.
- Define who decides on high-calibre talent attraction and who may only recommend.
- Set out the decisions in high-calibre talent attraction that require sign-off and by whom.
- State the purpose of high-calibre talent attraction in one sentence a new manager would understand.
High-calibre talent attraction: policy design and legal footing
2 sessions · 8 pointsSession 1The exception to high-calibre talent attraction that sets the precedent
- Script the difficult conversation high-calibre talent attraction requires and rehearse it.
- Measure the effect of high-calibre talent attraction on retention and performance, not activity.
- Review whether high-calibre talent attraction is aligned with the objectives of the workforce.
- Reduce the variation in how high-calibre talent attraction is carried out between teams.
Session 2The conversation about high-calibre talent attraction managers most often avoid
- Set the consistency check that catches uneven application of high-calibre talent attraction.
- Set out how exceptions to high-calibre talent attraction are requested and approved.
- Rank the weaknesses in high-calibre talent attraction by consequence rather than by ease of fixing.
- Review high-calibre talent attraction for unintended equity effects across groups.
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.