Every company says it wants to keep its best people, but few have an actual system behind that ambition — just scattered performance reviews and an org chart nobody trusts for succession. This Training Course by the Arab British Fellowship Training Academy gives HR professionals, managers, and organisational leaders a structured framework for defining, assessing, developing, and retaining talent, built around three interlocking pillars: performance management, talent review, and talent development.

Through real case studies and hands-on workshops, participants learn to align a talent strategy with business goals, build competency-based selection and assessment tools, design succession and coaching plans, and judge whether their organisation is actually ready to run an integrated talent management system — not just talk about one.

Who Should Attend?

• HR managers and practitioners seeking advanced expertise in talent management.
• Organisational leaders and executives involved in workforce planning.
• Recruitment specialists and talent acquisition professionals.
• Learning and development managers.
• Business owners and entrepreneurs looking to strengthen their teams.

Programme Objectives

By the end of the course, participants will be able to:

• Explain how talent management processes influence organisational success, and apply practical acquisition and recruitment strategies.
• Build competency frameworks and assessment tools to review, select, and develop talent.
• Apply performance management techniques that drive productivity and satisfaction, using both quantitative and qualitative approaches.
• Design succession plans, coaching approaches, and career development paths tied to organisational needs.
• Use HR analytics to make objective, data-driven talent management decisions.
• Assess organisational readiness and build a realistic roadmap toward an integrated talent management system.

• Module 1: How Organisations Actually Define and Value Talent
  • The rationale behind talent management, and the differentiation versus inclusive approaches.
  • Current challenges facing talent management systems, and the case for a holistic, integrated approach.
  • Aligning talent strategy with the organisation's broader strategy, using tools such as strategy maps and internal environment analysis.
• Module 2: Building the System's Foundation — Selection and Consistency
  • Selection criteria: the language of competencies and the validity of assessment tools.
  • Career development concepts as part of the selection framework.
  • Internal consistency: the reliability of performance management systems, compensation differentiation, and the importance of cultural fit and diversity.
• Module 3: Pillar One — Measuring Performance and Potential
  • Quantitative versus qualitative performance management systems.
  • Differentiating between performance and potential, and how potential is defined.
  • The value-system, competency-based, and integrated approaches to performance management.
• Module 4: Pillar Two — Reviewing and Assessing Talent
  • Identification and validation criteria for high-potential talent.
  • Assessing proficiency, ability, drivers, and personality.
  • Assessment frameworks, and the role of assessment and development centres and their activities.
• Module 5: Pillar Three — Developing Talent and Planning Succession
  • Stages of career development and an integrated development and training approach.
  • Stakeholders in talent development: the roles of talent, management, and HR.
  • Tracking progress, coaching talent, and building succession planning charts.
• Module 6: Are You Ready? Organisational Readiness and the Way Forward
  • Assessing your organisation's readiness level and its implications for HR processes.
  • Talent acquisition branding and employee value proposition.
  • The onboarding process, learning and development, and building a talent management strategy.