Talent Management and Succession Planning

June 14th-15th , 2012 Shanghai, China

This unique programme will equip the participants with the knowledge and inspiration to create a vibrant Talent Pipeline that is relevant to the needs of the Chinese market.

It will enable you to build the compelling business case to ensure a greater emphasis on Talent Development within the boardroom and to establish the fact that without doubt, the creation of a vibrant Talent Pipeline is NOT an HR project; it is a basic responsibility of leadership.

Chris Howe is a leading practitioner in the development of vibrant talent pipelines. After a career with IBM and Salomon Brothers, he has spent the last 20 years working with a range of clients in more than 40 dierent countries, helping them to implement eective and sustainable change success.

Since 2008, Chris has been spending approximately 1/3 of his time in China and has learnt several critical lessons:

● China’s rapid and successful growth is creating unique opportunities and challenges for business that have never before been seen in the rest of the world.

● Therefore it is wrong to assume that you can just take Global best practice and apply it in the world of Chinese business. Most HR best practice was developed in markets that were growing at 3-4% per annum and where labour markets were relatively stable.

● Building a Talent Pipeline in an environment where the business is changing out of all recognition every two years and your talent can walk into a new job with a competitor tomorrow is a staggering challenge – but it is possible.

ChangeMaker’s clients come from the vast majority of industry sectors and include:

Abbott Laboratories (China), ASDA, Ashridge Business School, Astra Zeneca, Bayer (China) British Aerospace, British Telecom, Bacardi-Martini, Barclays Bank, British Nuclear Group, Chanel, CMS Cameron McKenna, Dior, Dow Jones, Ferrero (China), Fujitsu Services, General Motors, Grundfos (China), Henley Management College, Kellogg, Kodak (China) Kraft Foods, Maersk (China), the Royal Airforce, Royal Bank of Scotland, Randstad, Vinci PLC

Chris is a member of a special expert committee for Leadership and Management development with the International Atomic Energy Authority.

DAY ONE
0900	Introductions, Overview, Objectives
0930	Talent Management – The Chinese Context
1015	Talent Management – The Process
1100	Tea Break
1120	Talent Management – The Business Case
1230	Luncheon
1330	Potentialvs Performance
1530	Tea Break
1550	Building a Talent Pipeline
1630	Summary and review of day 1 plus Questions and Answers
1715	End of Day One
DAY TWO
0900	Introduction to Day 2
0930	Building a Development Programme
1100	Tea Break
1120	Retaining Talent
1230	Luncheon
1330	Preparing for succession
1500	Tea Break
1520	Engaging the executive Team
1630	Summary, Conclusions and Final Questions and Answers
1700	End of Day Two

Thanks a lot for your experience and insight sharing! Furthermore, your powerful questions trigger my reflection which is very valuable for my self-development.

--Organization Development, Wrigley

It was an good opportunity for us to understand better methodology of Talent Management specific in China, and also good for all of us to share the best practise.

--HR Manager, Auchan

Chris' course went far beyond my expectation. He transferred freely among the difference between Eastern and Western's talent management practice and the logic behind, while made it quite easy to understand. His course enabled me to more comprehensively and deeply understand "Talent Management" in terms of both concept and practice, which accordingly endowed me a new angle and vision to implement talent management.

--Head of Human Resources, MAN Diesel & Turbo

Your insight on Talent Management & Succession Planning was very helpful in guiding me on my further discussion to the Senior Management especially on the Chinese talent market. The information and experiences you shared as well as your insight on the general condition in China were both very fascinating and timely.

--HR Director, Briggs & Stratton Shanghai

Chris has worked with us for more than 10 years now, he has a unique understanding of people and maximising the potential of same and I have no hesitate in recommending Chris to you. The impact of his involvement has always been exceptional and has left long term positive change within our organisation.

--Colin Jellicoe, HR Director, Vinci PLC

Chris, I'd like to take this opportunity to thank you for support over the last few years, my organisation and of course myself have been touched for the better by your involvement and passion for talent development.

--Alan Hall, Managing Director, Service, BT Ireland

The management of our organisation is deeply committed to talent development, and we sincerely appreciate your contribution towards this and look forward to supporting your eorts in every way possible.

-- Mohan Hari - CEO, Safmarine Mumbai

Chris has become a friend and condante to our business. Over the 10 or more years that we have worked with him, he has guided and coached us to nd ways to unlock and develop our talent in order that we are much better placed to continue delivering our business strategy.

--Diane Martyn, Chief Executive, Randstad UK

Chris has worked with me in more than one business. His unstinting passion for talent management and development has helped me directly to deliver sustainable business performance.

--Robert McEniry, Chief Executive, South Pacic Tyre

Chris makes it simple! You can’t fail to learn in his presence.

--Chris Lacey, Executive Director, General Motors C&E Europe

Registration--->Click Here!
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