Strategic talent architecture: A business-centric approach to HR leadership in a competitive marketplace

Strategic talent architecture: A business-centric approach to HR leadership in a competitive marketplace

27 May 2024|HRSE KSA 2024
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Dr. Adam HickmanDr. Adam HickmanVice President of Learning, Org Development and Cast Members at Partners at Walt Disney Company

Dr. Adam Hickman serves as the Vice President of Organisational and Cast Development at the Walt Disney Company and is an internationally known expert in workplace management practices. He consults with clients to develop integrated programs for employee development based on the latest scholarly resources and practitioner knowledge. As a scholar and practitioner, Dr. Hickman helps clients worldwide assess their human capital management needs and design performance optimisation strategies.

Dr. Hickman leverages his in-depth knowledge of remote working and managing hybrid employees in his work with clients. After completing his study on the effects of workplace isolation on remote workers’ performance, he has published over 90 research articles as an expert in engaging and managing employees. He is the co-author of “Leadership Theory in Action: Application and Practice in the Modern Workplace.” The book distils abstract concepts into tangible, usable strategies for being an effective leader in the modern organisation.

Over Dr. Hickman’s career, he has served as a Senior Workplace Practice Leader for Gallup, overseeing all learning content used by consultants and ensuring the latest studies are relevant and add value to clients.

Adam holds a doctorate in organisational development, a master’s degree in organisational leadership, a master’s degree in leadership, and a bachelor’s in communication. Adam has also completed executive education at the University of Michigan Stephen M. Ross School of Business and the University of Notre Dame Mendoza College of Business.

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Description

HR leaders are transitioning from reactive roles to strategic value providers, focusing on talent management in a competitive landscape. 53% of HR leaders anticipate increased competition for talent, necessitating a comprehensive talent strategy for current and future needs. Many HR leaders face challenges in developing and articulating a clear talent strategy, often struggling with narrowing the scope and translating organisational strategy into talent imperatives. Prioritising HR and talent management initiatives in line with these new talent imperatives is a common difficulty.

The session aims to address these challenges by answering critical elements:

  • Defining a talent strategy and identifying the essential questions a talent strategy should addres
  • Guiding HR leaders on how to identify talent imperatives.
  • Advising on prioritising talent initiatives effectively that reduces turnover, increases internal mobility, and performance through employee engagement.
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