Is managing talent your specialist subject?
Featured in the Talent Management training manual
By Adelaide Shone
Category: Management
Credit price: 3 download credits (Single user)
There are pages and pages of theory and case studies devoted to analysing the role of the manager. In turn, there are pages and pages of theory and case studies devoted to two particular aspects of the manager’s role: people manager and people developer. Alongside these sit qualifications both academic and vocational, detailing performance criteria and national standards against which the manager can prove their occupational competence. Also, the entire organisation may have achieved, or be working towards achieving, quality awards for people management and development. In today’s business world, the performance of people and organisations is being measured. This training activity asserts that the qualities and skills the manager needs in order to make a meaningful contribution to talent management should also be identified and assessed.
The training activity opens with a brief discussion on quiz shows and specialist knowledge on TV. Participants then brainstorm what a manager does, and these two areas, combined, set the scene for the main part of the training activity. Participants and trainer then collaboratively define ‘talent’, before the trainer divides the group into working teams. Their next task is to discuss the terms ‘competence’ and ‘competency’. This is required as preparation for brainstorming the competences and competencies required by a manager to make an effective contribution to talent management in any organisation. Once armed with this information, each team considers how these competences and competencies can be assessed by devising a top-ten list of questions to establish that managing talent effectively really is a manager’s specialist subject. To ‘test’ their questions, each team asks the other teams one questions.
Who is it for: This training resource is intended for use by trainers to enable participants to dissect the manager’s role in managing talent, define the competencies underpinning this role, and put together a list of questions to ‘test’ how the manager is performing.
| Resource Type: | Activity |
| Min Group Size: | 4 |
| Max Group Size: | 20 |
| Typical Duration: | 02:00:00 |
| No of Pages: | 18 |
Resources: View standard resources for Fenman training activities
Additional resources: Books on management and people development (optional)
Purpose: This training resource is intended for use by trainers to allow participants a chance to analyse the manager’s role in contributing to talent management, by defining each competence and competency underpinning the role. It provides an opportunity to take a clear view of how these responsibilities can be assessed. This training activity can also be used in training programmes on leadership, management skills, and organisational development.
Download the training activity, Is managing talent your specialist subject? as featured in the Fenman training manual; Talent Management