Talent Strategy & the Environment Impacting Workforce Success

Windows CompatibleiOS CompatibleAndroid Compatible

HRCI Category: Business  |  Credits: 4  |  $25

You will receive HRCI recertification credits AND SHRM PDC’s

A new era has dawned.  Demographers have long foreseen dramatic shifts that would affect the makeup, location, preparedness and expectations of every company’s workforce. Now those trends are here, and many companies are unprepared. Combined with the economic downturn, these shifts have created a perfect storm of workforce pressures on companies around the world.  These trends have created workforce and workplace dynamics that make it more challenging to identify, access and manage talent.

In this course, we will discuss the ten most significant talent trends impacting organizations now and in the future, define the attributes of high performing organizations and how you can develop a talent strategy that will help your organization succeed in this highly volatile environment.

After completing this course, you will be able to:

  • Articulate the 10 most significant talent trends and how they will impact an organization’s ability to deliver on its strategic objectives
  • Know what it takes to become a high performance organization
  • Use the three keys to high performance to diagnose your organization
  • Convince your executive team that a talent strategy is a key part of strategic execution and a critical process for ensuring organizational success
  • Overcome the obstacles to strategic talent planning

You will have access to this Course for 30 days.

Please note that this course contains “Building a High Performance Organization” which can also be purchased separately.

What your colleagues are saying:

“Thank you very much! I thoroughly enjoyed the course. The content was excellent—thorough, yet presented with appropriate depth. The visuals were very effective—great to see models wearing up-to-date clothing; engaging graphics. The amount of user interaction was good—just enough to keep you busy without going overboard.”

— Walter, Sr. Vice President, HR

“For the metrics portion, I found it useful to look at the types of information that may be useful to present. I liked the section on benchmarking and how to avoid it because of the apples-to-oranges issue. Made good sense to me. Also, the comparison of benchmarking to strategic metrics was great. The simple explanations of what metrics are was helpful. Most of us know them on a basic level but don’t use them correctly or enough. This illustrated how to use them to show that HR is not just a cost that the organization has to carry, but that it can be repositioned as a partner that helps the company meet its goals.”

— Susan, HR Officer