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1 Talent Management Sample Corporate Training Materials All of our training products are fully customizable and are perfect for one day and half day workshops. You can easily update or insert your own content to make the training more relevant to participants. Our material is completely customizable and is backed up by a 90 day 100% no questions asked money back guarantee! With our training courseware you are able to: Add your name and logo (and remove ours). Add your own content to make the training more relevant to your clients (i.e. using examples and case studies from within your organization or city) Train unlimited users within your organization. No Annual Renewal Fees Download training material on your time, from our secure servers United States International 73 Greentree Drive, Box # Provost Street Dover, Delaware New Glasgow, NS, Canada Toll-free: Phone: Fax: Fax: sales@corporatetrainingmaterials.com sales@corporatetrainingmaterials.com Any technical issues or questions can be addressed by our support team support@corporatetrainingmaterials.com Our Product Catalog contains our entire library of available and upcoming courses. Please follow this link: Review our License Agreement to answer any licensing questions you may have. Please follow this link:

2 TABLE OF CONTENTS Preface... 3 What is Courseware?... 3 How Do I Customize My Course?... 3 Materials Required... 4 Maximizing Your Training Power... 5 Icebreakers... 6 Icebreaker: Friends Indeed... 7 Training Manual Sample... 8 Sample Module: Defining Talent... 9 Instructor Guide Sample Sample Module: Defining Talent Activities Quick Reference Sheets Overcoming Roadblocks Certificate of Completion PowerPoint Sample Full Course Table of Contents... 37

3 Preface What is Courseware? Welcome to Corporate Training Materials, a completely new training experience! Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a takehome reference sheet for the student. You simply need to prepare and train! Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and training materials. How Do I Customize My Course? Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants industry, or additional information. You can, of course, also use all of your word processor s other features, including text formatting and editing tools (such as cutting and pasting). To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click Update entire table and press OK. (You will also want to perform this step if you add modules or move them around.) If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once. If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting. In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options.

4 For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do: Now, we can change our formatting and it will apply to all the headings in the document. For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Corporate Training Materials. Materials Required All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.) We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead of having individual worksheets.

5 We recommend these additional materials for all workshops: Laptop with projector, for PowerPoint slides Quick Reference Sheets for students to take home Timer or watch (separate from your laptop) Masking tape Blank paper Maximizing Your Training Power We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants. Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold. o o o Use examples, case studies, and stories that are relevant to the group. Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately. Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.) Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures. Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life. Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops. And now, time for the training!

6 Icebreakers Each course is provided with a wide range of interactive Icebreakers. The trainer can utilize an Icebreaker to help facilitate the beginning of the course, as it helps break the ice with the participants. If the participants are new to each other, an icebreaker is a great way to introduce everyone to each other. If the participants all know each other it can still help loosen up the room and begin the training session on positive note. Below you will see one of the icebreakers that can be utilized from the Icebreakers folder.

7 Icebreaker: Friends Indeed Purpose Have the participants moving around and help to make introductions to each other. Materials Required Name card for each person Markers Preparation Have participants fill out their name card. Then, ask participants to stand in a circle, shoulder to shoulder. They should place their name card at their feet. Then they can take a step back. You as the facilitator should take the place in the center of the circle. Activity Explain that there is one less place than people in the group, as you are in the middle and will be participating. You will call out a statement that applies to you, and anyone to whom that statement applies must find another place in the circle. Examples: Friends who have cats at home Friends who are wearing blue Friends who don t like ice cream The odd person out must stand in the center and make a statement. The rules: You cannot move immediately to your left or right, or back to your place. Let s be adults: no kicking, punching, body-checking, etc. Play a few rounds until everyone has had a chance to move around.

8 Training Manual Sample On the following pages is a sample module from our Training Manual. Each of our courses contains twelve modules with three to five lessons per module. It is in the same format and contains the same material as the Instructor Guide, which is then shown after the Training Manual sample, but does not contain the Lesson Plans box which assists the trainer during facilitation. The Training Manual can be easily updated, edited, or customized to add your business name and company logo or that of your clients. It provides each participant with a copy of the material where they can follow along with the instructor.

9 A really great talent finds its happiness in execution. Goethe Sample Module: Defining Talent All talent is not artistic. Talent is any ability or skill at which a person is successful. It is important for leaders of organizations to find and develop talented employees. Employees who have the specific skill sets that the company requires are profitable and help drive the business forward.

10 What Is Talent Management? The Human Resource department typically monitors talent management. Since the late 1990s, the focus on employee management has changed. The high cost of turnover combined with poor engagement, competition for skilled labor, and succession planning has led to a greater interest in managing talent. There are four stages to talent management. 1. Assess: Determine what your company needs and the skills employees need to have. 2. Recruit: Search for and recruit the right employees for the organization 3. Develop: Train and develop employees to promote and stay long-term. 4. Coordinate: Align the goals of the employees with the goals of the company.

11 Types of Talent Companies need a variety of talent. It is important to match skill sets with positions, but it is equally important to find people who have natural talent and specific personality traits to provide balance and work with the other team members. There are four basic types of talent. 1. Innovator: Innovators are good at finding innovative solutions to problems and monitoring the market trends. They keep companies from missing opportunities. 2. Visionary: Visionaries encourage change. They are always looking to the future and focus on new ideas. Visionaries drive the business forward. 3. Practical: Practical employees manage and implement different applications. They focus on seeing a task through to completion. They ensure that a job is done. 4. Relationship Expert: People who listen well and communicate ideas effectively are able to develop relationships. These employees are important to create a functional team.

12 Skills and Knowledge Defined Knowledge of a subject or field is necessary in order to develop certain skills. Knowledge comes from education and skills come with experience and training. For example, someone can have knowledge of legal requirements for a particular subject but not be skilled to apply that knowledge. Skills and knowledge are both required for a job. Skill Examples: Math Typing Editing Clerical Phone Speaking Every position requires a different skill and knowledge set. Employees should already have a certain amount of knowledge and skills when they are hired, but skills and knowledge should be advanced with training on the job. For example, employees should have basic knowledge of the computer programs that the company uses as well as the skills to use the program. Knowledge of policies and procedures, however, must be trained.

13 Case Study P.F. Chang s expanded quickly in 10 years. Established in 1993, there were over 127 branches by As personal contact became more difficult to keep, talent management, including succession planning, became a goal of the organization. After implementing talent management strategies, the organization saw a 13 percent increase in sales and a 32 percent increase in profitability.

14 Sample Module: Review Questions 1. What is the main reason a company develops employees? a) Coordinate goals b) Retain talent long-term c) Determine needs d) Find new talent 2. How does assessing affect recruiting and hiring? a) Coordinate goals b) Retain talent long-term c) Determine skills needed in positions d) Find new talent 3. Which type of employee communicates effectively? a) Innovator b) Visionary c) Practical d) Relationship Expert 4. Which type of employee focuses on the future? a) Innovator b) Visionary c) Practical d) Relationship Expert 5. It is necessary for companies to train its employees on which of the following? a) Policies and procedures b) Computer programs c) Company goals d) Succession planning 6. Which of the following is not a skill? a) Speaking b) Typing c) Legal knowledge d) Math

15 7. What was the percentage of sales increase at P.F. Chang s after focusing on talent management? a) 13 b) 27 c) 10 d) What was profit percentage increase at P.F. Chang s after focusing on talent management? a) 13 b) 27 c) 10 d) 127

16 Instructor Guide Sample On the following pages is a sample module from our Instructor Guide. It provides the instructor with a copy of the material and a Lesson Plans box. Each Instructor Guide and Training Manual mirrors each other in terms of the content. They differ in that the Instructor Guide is customized towards the trainer, and Training Manual is customized for the participant. The key benefit for the trainer is the Lesson Plan box. It provides a standardized set of tools to assist the instructor train that particular lesson. The Lesson Plan box gives an estimated time to complete the lesson, any materials that are needed for the lesson, recommended activities, and additional points to assist in delivering the lessons such as Stories to Share and Delivery Tips.

17 A really great talent finds its happiness in execution. Goethe Sample Module: Defining Talent All talent is not artistic. Talent is any ability or skill at which a person is successful. It is important for leaders of organizations to find and develop talented employees. Employees who have the specific skill sets that the company requires are profitable and help drive the business forward.

18 What Is Talent Management? The Human Resource department typically monitors talent management. Since the late 1990s, the focus on employee management has changed. The high cost of turnover combined with poor engagement, competition for skilled labor, and succession planning has led to a greater interest in managing talent. There are four stages to talent management. 1. Assess: Determine what your company needs and the skills employees need to have. 2. Recruit: Search for and recruit the right employees for the organization 3. Develop: Train and develop employees to promote and stay long-term. 4. Coordinate: Align the goals of the employees with the goals of the company. Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions 10 minutes Introduce talent management. What Is Talent Management? Consider the four stages of talent management. Worksheet One: Talent Management Stages None Complete the worksheet individually. Break into small groups and discuss your answers. Reunite with the class and review the topic. Share a personal story about a time that you worked with people who did not have the necessary skills to perform their tasks, or discuss a job that did not train and develop employees. Skip the large group conversation or the small group discussion if you need more time. What are the four steps of talent management?

19 Types of Talent Companies need a variety of talent. It is important to match skill sets with positions, but it is equally important to find people who have natural talent and specific personality traits to provide balance and work with the other team members. There are four basic types of talent. 1. Innovator: Innovators are good at finding innovative solutions to problems and monitoring the market trends. They keep companies from missing opportunities. 2. Visionary: Visionaries encourage change. They are always looking to the future and focus on new ideas. Visionaries drive the business forward. 3. Practical: Practical employees manage and implement different applications. They focus on seeing a task through to completion. They ensure that a job is done. 4. Relationship Expert: People who listen well and communicate ideas effectively are able to develop relationships. These employees are important to create a functional team. Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions 10 minutes Introduce the different types of talent. Types of Talent Use the exercise to explore the different types of talent. Worksheet Two: Talent None Work on the exercise independently. Share your answers with your small group and review as a class. Explain that there needs to be a balance of talent. For example too many innovators will clash and too many practical employees will miss opportunities. Ask the participants to share any experiences they had working with unbalanced groups. If you feel that you are short on time, skip the class discussion. Which talent helps create change?

20 Skills and Knowledge Defined Knowledge of a subject or field is necessary in order to develop certain skills. Knowledge comes from education and skills come with experience and training. For example, someone can have knowledge of legal requirements for a particular subject but not be skilled to apply that knowledge. Skills and knowledge are both required for a job. Skill Examples: Math Typing Editing Clerical Phone Speaking Every position requires a different skill and knowledge set. Employees should already have a certain amount of knowledge and skills when they are hired, but skills and knowledge should be advanced with training on the job. For example, employees should have basic knowledge of the computer programs that the company uses as well as the skills to use the program. Knowledge of policies and procedures, however, must be trained. Estimated Time Topic Objective 10 minutes Introduce skills and knowledge. Skills and Knowledge Defined Topic Summary Materials Required Planning Checklist Recommended Activity Use the exercise to explore how creating a job description that highlights the most important skills and knowledge for the position can ultimately lead to attracting the highest quality candidates. Worksheet Three: Skills None Work on the exercise independently. Share your answers with your small group and review as a class.

21 Stories to Share Delivery Tips Review Questions Provide an example of skills and knowledge from a job description. You can use the want ads or the link below to find a relevant example. If you feel that you are short on time, skip the class discussion. What is an example of a skill?

22 Case Study P.F. Chang s expanded quickly in 10 years. Established in 1993, there were over 127 branches by As personal contact became more difficult to keep, talent management, including succession planning, became a goal of the organization. After implementing talent management strategies, the organization saw a 13 percent increase in sales and a 32 percent increase in profitability. Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips 10 minutes Use the case study to discuss the effect of talent management. Case Study Consider the success of talent management. None None Ask the class to discuss why talent management led to an increase in profitability. Be sure to mention turnover. Read the article at the link below and discuss how P.F. Chang s 4Q (2010) profits doubled from the same quarter year before. Encourage all students to participate. Review Questions How many branches did P.F. Chang s have in 2004?

23 Sample Module: Review Questions 1. What is the main reason a company develops employees? a) Coordinate goals b) Retain talent long-term c) Determine needs d) Find new talent The four steps of the talent management process are: Assess, Recruit, Develop, and Coordinate. Developing employees helps companies hold onto talent for the long-term. 2. How does assessing affect recruiting and hiring? a) Coordinate goals b) Retain talent long-term c) Determine skills needed in positions d) Find new talent Assessing is the first step in talent management. This allows companies to determine which positions are needed and the skills employees need to have. 3. Which type of employee communicates effectively? a) Innovator b) Visionary c) Practical d) Relationship Expert Each employee has natural talents. Relationship experts are able to communicate effectively and promote teamwork. 4. Which type of employee focuses on the future? a) Innovator b) Visionary c) Practical d) Relationship Expert Visionaries focus on the future. They help drive the company forward and encourage change.

24 5. It is necessary for companies to train its employees on which of the following? a) Policies and procedures b) Computer programs c) Company goals d) Succession planning Employees need to have certain knowledge and skills prior to becoming employed with a company. Policies and procedures should be taught to the company s employees once they come on board. 6. Which of the following is not a skill? a) Speaking b) Typing c) Legal knowledge d) Math Knowledge is an understanding that comes with education. Skills are applied knowledge. 7. What was the percentage of sales increase at P.F. Chang s after focusing on talent management? a) 13 b) 27 c) 10 d) 127 A focus on talent management was instituted after the company expanded. The sales increased by 13 percent. 8. What was profit percentage increase at P.F. Chang s after focusing on talent management? a) 13 b) 27 c) 10 d) 127 A focus on talent management was instituted after the company expanded. The profits increased by 27 percent.

25 Activities During the facilitation of a lesson Worksheet or Handout may be utilized to help present the material. If a lesson calls for a Worksheet or Handout it will be listed in the Lesson Plan box under Materials Required. The trainer can then utilize the Activities folder for the corresponding material and then provide it to the participants. They are all on separate Word documents, and are easily edited and customized. Below you will see the Worksheets or Handouts that are utilized during the training of the above lesson. They are located in the Activities folder and can be easily printed and edited for the participants.

26 Sample Worksheet: Talent Management Stage Write down actions to implement at each stage. For example, recruiting could include job fairs or incentives. Assess Recruit Develop Align

27 Sample Worksheet: Talent Take a few minutes to consider the best team you worked with. Describe the dynamics of that team. Take a few minutes to consider the worst team you worked with. Describe the dynamics of that team. Describe how the right talent could have improved the poor functioning team.

28 Sample Worksheet: Skills Create a job description for your company. Be sure to include practical knowledge and skills. Skills: Knowledge:

29 Quick Reference Sheets Below is an example of our Quick reference Sheets. They are used to provide the participants with a quick way to reference the material after the course has been completed. They can be customized by the trainer to provide the material deemed the most important. They are a way the participants can look back and reference the material at a later date. They are also very useful as a take-away from the workshop when branded. When a participant leaves with a Quick Reference Sheet it provides a great way to promote future business.

30 Talent Management 360 Degree Feedback 360 degree feedback is a method of reviewing employees. Employees are given anonymous feedback from supervisors and peers. Managers are also given direct reports in their feedback. Employees typically evaluate themselves as well. These evaluations will help improve performance by: Identifying and enhancing strengths Identifying areas that need development Setting goals Creating action plans The evaluations are typically done on a scale of 1 to 10, and there is a place for comments. The scores from supervisors, peers, and direct reports are averaged and compared with average company scores. What is Succession Planning? Successful succession planning develops a pool of talent so that there are numerous qualified candidates throughout the organization to fill vacancies in leadership. This strategy requires recruiting qualified talent, creating a talent pool, and instilling loyalty. The Requirements of Succession Planning: Identify long-term goals and objectives: The long-term goals directly relate to succession planning. Understand the needs of the company: The responsibilities related to different positions are subject to change. Consider which positions may be eliminated and which ones will be added. Recognize trends in the workforce and engage employees: Understand the changes occurring in your company. For example, are your strategic employees nearing retirement? Invest in employees, and provide them with new responsibility. Overcoming Roadblocks No support from senior management: An effective succession plan requires commitment from senior management in order for the plan to succeed. Leaders are not flexible: Succession plans need to be altered over time. When people try to go forward with a plan that is not working, it will fail. The plan is not given priority: Large companies may be complacent about succession planning. Goals are not achievable: Never being able to achieve goals breeds frustration and failure. Corporate Training Materials

31 Certificate of Completion Every course comes with a Certificate of Completion where the participants can be recognized for completing the course. It provides a record of their attendance and to be recognized for their participation in the workshop.

32 PowerPoint Sample Below you will find the PowerPoint sample. The slides are based on and created from the Training Manual. PowerPoint slides are a great tool to use during the facilitation of the material; they help to focus on the important points of information presented during the training.

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37 Full Course Table of Contents Preface...5 What is Courseware?... 5 How Do I Customize My Course?... 5 Materials Required... 7 Maximizing Your Training Power... 7 Module One: Getting Started...9 Housekeeping Items... 9 The Parking Lot Workshop Objectives Pre-Assignment Review Action Plans and Evaluation Forms Module Two: Defining Talent What Is Talent Management? Types of Talent Skills and Knowledge Defined Case Study Module Two: Review Questions Module Three: Understanding Talent Management Guidelines Importance & Benefits Challenges Key Elements to Developing a Winning Strategy Case Study Module Three: Review Questions Module Four: Performance Management... 29

38 Performance Management Defined Benefits How to Keep Your Employees Motivated Case Study Module Four: Review Questions Module Five: Talent Reviews Degree Feedback Talent Calibration Maintaining an Effective Workforce Looking to the Future Case Study Module Five: Review Questions Module Six: Succession & Career Planning What is Succession Planning? Developing a Plan Executing the Plan Overcoming Roadblocks Case Study Module Six: Review Questions Module Seven: Engagement Employee Engagement Generating Engagement Influences Case Study Module Seven: Review Questions Module Eight: Competency Assessments... 59

39 Competency Assessment Defined Implementation Final Destination Case Study Module Eight: Review Questions Module Nine: Coaching, Training & Development Setting Goals Developing Options Providing Feedback Wrapping Up Case Study Module Nine: Review Questions Module Ten: Dos and Don'ts Dos and Don ts Tips for Talent Management Case Study Module Ten: Review Questions Module Eleven: Employee Retention Goals and Motivation The Expectancy Theory Object Oriented Theory Case Study Module Eleven: Review Questions Module Twelve: Wrapping Up Words from the Wise Review of Parking Lot... 83

40 Lessons Learned Completion of Action Plans and Evaluations... 84