Description:

The presentation will also outline ways to manage the paradoxes and inconsistencies that typically frustrate the design and implementation of talent management systems, such as:

This session will review the best practices of world-class organizations to identify, deploy and develop leadership talent.  It will focus on how to design and invigorate your process, featuring ways to highlight talent as a competitive advantage.  It will offer workable structures for leadership identification and development, and for evaluating how to streamline existing programs.

• How do you promote from within the organization, yet maintain a flow of outside talent (external hires) to refresh the skill mix and culture?
• When filling jobs, how do you select the “most qualified” candidate, and still provide stretch-learning assignments for individuals who are less ready than “best fit” candidates?
• Research says that developing others is one of the most critical leadership skills, and research also says that the competency “Developing Others” is typically one of the worst rated skills for leaders in any 360° assessment.
• You have identified a leadership competency model that is widely accepted and accurately describes the leadership skills needed for success in your organization, and yet many of the competencies in the list would not be expected to “show” in lower levels, which makes it hard to know whether someone actually has the skills.
• How do you focus on the development of high-potential individuals to become general managers, and also nurture high-talent functional specialists who actually deliver the goods?
• What happens when you ask line managers to develop their people, and then “reward” them by moving their best people and making managers start all over again?
• To encourage and motivate your high-potentials, and to enhance retention, you tell hi-potentials they are on “the list”, and then those ambitious employees who are not on the list are discouraged and de-motivated… (and, yes, they do find out they are not on “the list”).
• How do you get the heads of business unit heads to buy into a system that requires them to export their best talent to other units for development purposes?

Program Fees (Register Now):

• $25 AzODN Members
• $40 Non-members
  

Location (map):

Medtronic
2110 West Medtronic Way, Building 5
Tempe, AZ 85281

About the Presenter:

Patrick R. Pinto, Ph.D.
Managing Director, Pinto Consulting Group

Pat is currently an Arizona-based organizational psychologist.  For 15 years was a faculty member at the University of Minnesota, with a joint appointment in Psychology and the Carlson Graduate School of Management.  For the last 30 years he has been an independent consultant who works with leading businesses in the U.S. and abroad, specializing in talent management and leadership development.  In 1991, he joined the founders of Lominger International as their first Associate.  When Lominger became part of Korn Ferry, Pat became an Independent Associate of Korn Ferry’s Leadership and Talent Consulting practice.

More information and online registration:

Creating a Talent Mindset: Managing the Paradoxes