Talent Management and Organisational Capability Development
A structured executive programme on building talent management systems that support strategic priorities and critical organisational capabilities. The content moves from workforce and capability diagnosis to talent segmentation, development architecture, succession planning, mobility decisions, governance, and measurement, with emphasis on practical frameworks that participants can adapt within their institutions.
Talent Management and Organisational Capability Development
A structured executive programme on building talent management systems that support strategic priorities and critical organisational capabilities. The content moves from workforce and capability diagnosis to talent segmentation, development architecture, succession planning, mobility decisions, governance, and measurement, with emphasis on practical frameworks that participants can adapt within their institutions.
المدة
5 days
نمط التنفيذ
الإتاحة
Dates on Request
لغة التنفيذ
English
نظرة عامة على البرنامج
A structured executive programme on building talent management systems that support strategic priorities and critical organisational capabilities. The content moves from workforce and capability diagnosis to talent segmentation, development architecture, succession planning, mobility decisions, governance, and measurement, with emphasis on practical frameworks that participants can adapt within their institutions.
الأهداف
Examine how talent management connects to institutional strategy, operating priorities, and future capability requirements.
Analyse workforce composition, capability gaps, and role criticality using structured diagnostic approaches.
Interpret role architecture and capability frameworks as tools for workforce planning and talent decisions.
Practise methods for identifying talent through evidence-based criteria, talent review processes, and potential assessment.
Explore development pathways that link learning, experience, stretch assignments, and career progression to capability needs.
Assess approaches to succession planning and internal mobility for business continuity and leadership pipelines.
Review the respective accountabilities of HR, line managers, and governance forums in talent decisions.
Study measures and reporting approaches used to track capability development and talent system effectiveness.
المخرجات الرئيسية
Develop a draft strategic talent architecture aligned to organisational priorities and critical capabilities.
Produce an initial capability and workforce diagnostic highlighting priority gaps, risks, and role clusters.
Create or refine role and capability framework elements for selected functions or critical positions.
Design a structured talent review template with clear criteria for performance, potential, and readiness.
Map development pathways for priority talent segments using experiential, formal, and role-based interventions.
Prepare a succession and mobility plan for key roles with readiness assessments and risk indicators.
Define manager and HR accountability points across the talent management cycle.
Select a practical set of capability and talent metrics for executive review and ongoing workforce decisions.
لمن هذا البرنامج
Human resources directors
Talent management leaders
Workforce planning leaders
Learning and development leaders
Organisational development specialists
Senior line managers responsible for critical capabilities
Leaders responsible for succession planning and internal mobility
محاور البرنامج
Strategic alignment of talent management and organisational capability
Workforce and capability diagnosis for critical roles and future needs
Role architecture and capability framework design
Talent identification, segmentation, and review processes
Development pathways and capability-building interventions
Succession planning, internal mobility, and pipeline continuity
Manager accountability, governance, and decision rights in talent systems
Measurement of capability outcomes and institutional talent reporting
البرنامج اليومي
Day 1 — Strategic context and organisational diagnosis: Linking institutional strategy to talent priorities and organisational capability demands; Identifying critical roles, mission-essential capabilities, and future workforce implications; Conducting workforce and capability diagnosis: supply, demand, gaps, and risk; Framing the organisational outputs to be developed during the programme
Day 2 — Role architecture and evidence-based talent identification: Building role architecture that supports workforce planning and capability decisions; Designing capability frameworks for functions, leadership levels, and specialist roles; Establishing talent definitions, segmentation logic, and evidence criteria; Running structured talent review and calibration processes
Day 3 — Development pathways for capability building: Translating capability gaps into talent development priorities; Designing development pathways through assignments, mentoring, learning, and job moves; Connecting individual development with team and organisational capability needs; Planning differentiated interventions for high-potential, specialist, and critical-role talent pools
Day 4 — Succession, mobility, and governance: Building succession plans for critical positions and leadership pipelines; Assessing readiness, risk exposure, and bench strength; Using internal mobility to strengthen capability distribution and career pathways; Clarifying manager accountability, HR stewardship, and talent governance mechanisms
Day 5 — Measurement, reporting, and institutional application: Selecting measures for talent quality, capability growth, succession coverage, and mobility outcomes; Designing executive reporting that supports workforce and talent decisions; Integrating programme outputs into a coherent institutional talent management approach; Reviewing participant draft frameworks, plans, and next-step priorities
المدة
5 days
نمط التنفيذ
الإتاحة
Dates on Request
لغة التنفيذ
English
نظرة عامة
الأهداف
المخرجات
لمن البرنامج
المحاور
البرنامج اليومي
المنهجية
نظرة عامة على البرنامج
A structured executive programme on building talent management systems that support strategic priorities and critical organisational capabilities. The content moves from workforce and capability diagnosis to talent segmentation, development architecture, succession planning, mobility decisions, governance, and measurement, with emphasis on practical frameworks that participants can adapt within their institutions.
الأهداف
Examine how talent management connects to institutional strategy, operating priorities, and future capability requirements.
Analyse workforce composition, capability gaps, and role criticality using structured diagnostic approaches.
Interpret role architecture and capability frameworks as tools for workforce planning and talent decisions.
Practise methods for identifying talent through evidence-based criteria, talent review processes, and potential assessment.
Explore development pathways that link learning, experience, stretch assignments, and career progression to capability needs.
Assess approaches to succession planning and internal mobility for business continuity and leadership pipelines.
Review the respective accountabilities of HR, line managers, and governance forums in talent decisions.
Study measures and reporting approaches used to track capability development and talent system effectiveness.
المخرجات الرئيسية
Develop a draft strategic talent architecture aligned to organisational priorities and critical capabilities.
Produce an initial capability and workforce diagnostic highlighting priority gaps, risks, and role clusters.
Create or refine role and capability framework elements for selected functions or critical positions.
Design a structured talent review template with clear criteria for performance, potential, and readiness.
Map development pathways for priority talent segments using experiential, formal, and role-based interventions.
Prepare a succession and mobility plan for key roles with readiness assessments and risk indicators.
Define manager and HR accountability points across the talent management cycle.
Select a practical set of capability and talent metrics for executive review and ongoing workforce decisions.
لمن هذا البرنامج
Human resources directors
Talent management leaders
Workforce planning leaders
Learning and development leaders
Organisational development specialists
Senior line managers responsible for critical capabilities
Leaders responsible for succession planning and internal mobility
محاور البرنامج
Strategic alignment of talent management and organisational capability
Workforce and capability diagnosis for critical roles and future needs
Role architecture and capability framework design
Talent identification, segmentation, and review processes
Development pathways and capability-building interventions
Succession planning, internal mobility, and pipeline continuity
Manager accountability, governance, and decision rights in talent systems
Measurement of capability outcomes and institutional talent reporting
البرنامج اليومي
Day 1 — Strategic context and organisational diagnosis: Linking institutional strategy to talent priorities and organisational capability demands; Identifying critical roles, mission-essential capabilities, and future workforce implications; Conducting workforce and capability diagnosis: supply, demand, gaps, and risk; Framing the organisational outputs to be developed during the programme
Day 2 — Role architecture and evidence-based talent identification: Building role architecture that supports workforce planning and capability decisions; Designing capability frameworks for functions, leadership levels, and specialist roles; Establishing talent definitions, segmentation logic, and evidence criteria; Running structured talent review and calibration processes
Day 3 — Development pathways for capability building: Translating capability gaps into talent development priorities; Designing development pathways through assignments, mentoring, learning, and job moves; Connecting individual development with team and organisational capability needs; Planning differentiated interventions for high-potential, specialist, and critical-role talent pools
Day 4 — Succession, mobility, and governance: Building succession plans for critical positions and leadership pipelines; Assessing readiness, risk exposure, and bench strength; Using internal mobility to strengthen capability distribution and career pathways; Clarifying manager accountability, HR stewardship, and talent governance mechanisms
Day 5 — Measurement, reporting, and institutional application: Selecting measures for talent quality, capability growth, succession coverage, and mobility outcomes; Designing executive reporting that supports workforce and talent decisions; Integrating programme outputs into a coherent institutional talent management approach; Reviewing participant draft frameworks, plans, and next-step priorities
منهجية التنفيذ
Strategy-to-talent mapping exercises that connect institutional priorities with critical role groups and capability demands.
Guided workforce and capability diagnostic work using sample data structures, risk categories, and gap-analysis templates.
Comparative analysis of role and capability framework models to help participants shape fit-for-purpose structures.
Facilitated talent review simulations focused on evidence standards, calibration issues, and decision consistency.
Design workshops in which participants build development pathway maps for selected talent segments and capability needs.
Succession and mobility planning clinics using readiness matrices, role-risk assessment, and pipeline scenarios.
Governance mapping activities that clarify accountabilities between HR, line managers, and leadership forums.
Measurement design sessions that translate talent and capability priorities into executive indicators and reporting lines.
منهجية التنفيذ
Strategy-to-talent mapping exercises that connect institutional priorities with critical role groups and capability demands.
Guided workforce and capability diagnostic work using sample data structures, risk categories, and gap-analysis templates.
Comparative analysis of role and capability framework models to help participants shape fit-for-purpose structures.
Facilitated talent review simulations focused on evidence standards, calibration issues, and decision consistency.
Design workshops in which participants build development pathway maps for selected talent segments and capability needs.
Succession and mobility planning clinics using readiness matrices, role-risk assessment, and pipeline scenarios.
Governance mapping activities that clarify accountabilities between HR, line managers, and leadership forums.
Measurement design sessions that translate talent and capability priorities into executive indicators and reporting lines.
Digital Transformation in the Public Sector
5 days
الخطوة التالية
اطلبوا عرض سعر لبرنامج إدارة المواهب وبناء القدرات
أخبرونا بالمدينة والمواعيد وعدد المشاركين — وسنعود إليكم بعرض متكامل.
Talent Management and Organisational Capability Development
A structured executive programme on building talent management systems that support strategic priorities and critical organisational capabilities. The content moves from workforce and capability diagnosis to talent segmentation, development architecture, succession planning, mobility decisions, governance, and measurement, with emphasis on practical frameworks that participants can adapt within their institutions.
Talent Management and Organisational Capability Development
A structured executive programme on building talent management systems that support strategic priorities and critical organisational capabilities. The content moves from workforce and capability diagnosis to talent segmentation, development architecture, succession planning, mobility decisions, governance, and measurement, with emphasis on practical frameworks that participants can adapt within their institutions.
DURATION
5 days
DELIVERY
AVAILABILITY
Dates on Request
LANGUAGE
English
Programme Overview
A structured executive programme on building talent management systems that support strategic priorities and critical organisational capabilities. The content moves from workforce and capability diagnosis to talent segmentation, development architecture, succession planning, mobility decisions, governance, and measurement, with emphasis on practical frameworks that participants can adapt within their institutions.
Objectives
Examine how talent management connects to institutional strategy, operating priorities, and future capability requirements.
Analyse workforce composition, capability gaps, and role criticality using structured diagnostic approaches.
Interpret role architecture and capability frameworks as tools for workforce planning and talent decisions.
Practise methods for identifying talent through evidence-based criteria, talent review processes, and potential assessment.
Explore development pathways that link learning, experience, stretch assignments, and career progression to capability needs.
Assess approaches to succession planning and internal mobility for business continuity and leadership pipelines.
Review the respective accountabilities of HR, line managers, and governance forums in talent decisions.
Study measures and reporting approaches used to track capability development and talent system effectiveness.
Key Outcomes
Develop a draft strategic talent architecture aligned to organisational priorities and critical capabilities.
Produce an initial capability and workforce diagnostic highlighting priority gaps, risks, and role clusters.
Create or refine role and capability framework elements for selected functions or critical positions.
Design a structured talent review template with clear criteria for performance, potential, and readiness.
Map development pathways for priority talent segments using experiential, formal, and role-based interventions.
Prepare a succession and mobility plan for key roles with readiness assessments and risk indicators.
Define manager and HR accountability points across the talent management cycle.
Select a practical set of capability and talent metrics for executive review and ongoing workforce decisions.
Who Should Attend
Human resources directors
Talent management leaders
Workforce planning leaders
Learning and development leaders
Organisational development specialists
Senior line managers responsible for critical capabilities
Leaders responsible for succession planning and internal mobility
Programme Modules
Strategic alignment of talent management and organisational capability
Workforce and capability diagnosis for critical roles and future needs
Role architecture and capability framework design
Talent identification, segmentation, and review processes
Development pathways and capability-building interventions
Succession planning, internal mobility, and pipeline continuity
Manager accountability, governance, and decision rights in talent systems
Measurement of capability outcomes and institutional talent reporting
Daily Structure
Day 1 — Strategic context and organisational diagnosis: Linking institutional strategy to talent priorities and organisational capability demands; Identifying critical roles, mission-essential capabilities, and future workforce implications; Conducting workforce and capability diagnosis: supply, demand, gaps, and risk; Framing the organisational outputs to be developed during the programme
Day 2 — Role architecture and evidence-based talent identification: Building role architecture that supports workforce planning and capability decisions; Designing capability frameworks for functions, leadership levels, and specialist roles; Establishing talent definitions, segmentation logic, and evidence criteria; Running structured talent review and calibration processes
Day 3 — Development pathways for capability building: Translating capability gaps into talent development priorities; Designing development pathways through assignments, mentoring, learning, and job moves; Connecting individual development with team and organisational capability needs; Planning differentiated interventions for high-potential, specialist, and critical-role talent pools
Day 4 — Succession, mobility, and governance: Building succession plans for critical positions and leadership pipelines; Assessing readiness, risk exposure, and bench strength; Using internal mobility to strengthen capability distribution and career pathways; Clarifying manager accountability, HR stewardship, and talent governance mechanisms
Day 5 — Measurement, reporting, and institutional application: Selecting measures for talent quality, capability growth, succession coverage, and mobility outcomes; Designing executive reporting that supports workforce and talent decisions; Integrating programme outputs into a coherent institutional talent management approach; Reviewing participant draft frameworks, plans, and next-step priorities
DURATION
5 days
DELIVERY
AVAILABILITY
Dates on Request
LANGUAGE
English
Overview
Objectives
Outcomes
Who Should Attend
Modules
Daily Structure
Methodology
Programme Overview
A structured executive programme on building talent management systems that support strategic priorities and critical organisational capabilities. The content moves from workforce and capability diagnosis to talent segmentation, development architecture, succession planning, mobility decisions, governance, and measurement, with emphasis on practical frameworks that participants can adapt within their institutions.
Objectives
Examine how talent management connects to institutional strategy, operating priorities, and future capability requirements.
Analyse workforce composition, capability gaps, and role criticality using structured diagnostic approaches.
Interpret role architecture and capability frameworks as tools for workforce planning and talent decisions.
Practise methods for identifying talent through evidence-based criteria, talent review processes, and potential assessment.
Explore development pathways that link learning, experience, stretch assignments, and career progression to capability needs.
Assess approaches to succession planning and internal mobility for business continuity and leadership pipelines.
Review the respective accountabilities of HR, line managers, and governance forums in talent decisions.
Study measures and reporting approaches used to track capability development and talent system effectiveness.
Key Outcomes
Develop a draft strategic talent architecture aligned to organisational priorities and critical capabilities.
Produce an initial capability and workforce diagnostic highlighting priority gaps, risks, and role clusters.
Create or refine role and capability framework elements for selected functions or critical positions.
Design a structured talent review template with clear criteria for performance, potential, and readiness.
Map development pathways for priority talent segments using experiential, formal, and role-based interventions.
Prepare a succession and mobility plan for key roles with readiness assessments and risk indicators.
Define manager and HR accountability points across the talent management cycle.
Select a practical set of capability and talent metrics for executive review and ongoing workforce decisions.
Who Should Attend
Human resources directors
Talent management leaders
Workforce planning leaders
Learning and development leaders
Organisational development specialists
Senior line managers responsible for critical capabilities
Leaders responsible for succession planning and internal mobility
Programme Modules
Strategic alignment of talent management and organisational capability
Workforce and capability diagnosis for critical roles and future needs
Role architecture and capability framework design
Talent identification, segmentation, and review processes
Development pathways and capability-building interventions
Succession planning, internal mobility, and pipeline continuity
Manager accountability, governance, and decision rights in talent systems
Measurement of capability outcomes and institutional talent reporting
Daily Structure
Day 1 — Strategic context and organisational diagnosis: Linking institutional strategy to talent priorities and organisational capability demands; Identifying critical roles, mission-essential capabilities, and future workforce implications; Conducting workforce and capability diagnosis: supply, demand, gaps, and risk; Framing the organisational outputs to be developed during the programme
Day 2 — Role architecture and evidence-based talent identification: Building role architecture that supports workforce planning and capability decisions; Designing capability frameworks for functions, leadership levels, and specialist roles; Establishing talent definitions, segmentation logic, and evidence criteria; Running structured talent review and calibration processes
Day 3 — Development pathways for capability building: Translating capability gaps into talent development priorities; Designing development pathways through assignments, mentoring, learning, and job moves; Connecting individual development with team and organisational capability needs; Planning differentiated interventions for high-potential, specialist, and critical-role talent pools
Day 4 — Succession, mobility, and governance: Building succession plans for critical positions and leadership pipelines; Assessing readiness, risk exposure, and bench strength; Using internal mobility to strengthen capability distribution and career pathways; Clarifying manager accountability, HR stewardship, and talent governance mechanisms
Day 5 — Measurement, reporting, and institutional application: Selecting measures for talent quality, capability growth, succession coverage, and mobility outcomes; Designing executive reporting that supports workforce and talent decisions; Integrating programme outputs into a coherent institutional talent management approach; Reviewing participant draft frameworks, plans, and next-step priorities
Methodology
Strategy-to-talent mapping exercises that connect institutional priorities with critical role groups and capability demands.
Guided workforce and capability diagnostic work using sample data structures, risk categories, and gap-analysis templates.
Comparative analysis of role and capability framework models to help participants shape fit-for-purpose structures.
Facilitated talent review simulations focused on evidence standards, calibration issues, and decision consistency.
Design workshops in which participants build development pathway maps for selected talent segments and capability needs.
Succession and mobility planning clinics using readiness matrices, role-risk assessment, and pipeline scenarios.
Governance mapping activities that clarify accountabilities between HR, line managers, and leadership forums.
Measurement design sessions that translate talent and capability priorities into executive indicators and reporting lines.
Methodology
Strategy-to-talent mapping exercises that connect institutional priorities with critical role groups and capability demands.
Guided workforce and capability diagnostic work using sample data structures, risk categories, and gap-analysis templates.
Comparative analysis of role and capability framework models to help participants shape fit-for-purpose structures.
Facilitated talent review simulations focused on evidence standards, calibration issues, and decision consistency.
Design workshops in which participants build development pathway maps for selected talent segments and capability needs.
Succession and mobility planning clinics using readiness matrices, role-risk assessment, and pipeline scenarios.
Governance mapping activities that clarify accountabilities between HR, line managers, and leadership forums.
Measurement design sessions that translate talent and capability priorities into executive indicators and reporting lines.
Run this programme in-house
Delivered for your team, adapted to your institutional context.
Digital Transformation in the Public Sector
5 days
NEXT STEP
اطلبوا عرض سعر لبرنامج إدارة المواهب وبناء القدرات
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