Workshop A: Strategic Talent Management
The first step in building a strategic talent management culture is creating a shared understanding of talent decisions and their impact. By broadening managers’ thinking about how they develop talent – they can better align available resources with the short-term and long-term needs of the business.
In this three-hour workshop, Mercer’s will share an interactive learning experience regarding the interplay of talent performance, potential and critical roles. This program has been conducted across the world with a broad spectrum of cultures and leadership levels. Through a combination of simulation, discussion and individual reflection/planning, at the end of the program, participants will walk away with actionable insights on how they might develop talent in a more strategic manner both within and across teams.
Workshop Outline
- Understanding of the potential consequences of your talent decisions
- Developing strategic thinking about talents engagement
- Sharing principles of talent management best practice
- Learning how best to optimize team’s performance
Workshop Leader:
Travis V Barton, Principal & Talent Consulting Business Leader, Mercer
Travis is a principal and business leader for Mercer’s Hong Kong Talent practice. She helps organizations manage their workforce and HR function to optimize value and performance. Travis has more than 15 years of human capital consulting experience with a wide range of issues, including leadership assessment and development, succession planning, performance management, and HR operational efficiency. She has also worked with a number of companies to enhance the alignment and value of the HR Business Partner role.
Before joining Mercer, Travis held a variety of internal HR positions including HR Business Partner and other roles in talent development, compensation, and employee communications and change management. Travis has a bachelor’s degree in industrial organizational psychology from Davidson College and an MBA with a concentration in organizational behavior from Georgia Institute of Technology. She has a Senior Professional Human Resources certification and is a member of the Society of Human Resource Management.
Workshop B: Aligning Performance Management with Business Objective
Today's workforce is expected to be held accountable for results-but they also expect coaching, development and regular feedback from their managers. Many performance management systems fail as Managers often sit down for formal review discussions only once or twice a year and put these goals aside, only to flash the same set of results out again the next year - same problem, no solutions, no improvements. The performance management puzzle seemed to be misaligned.
Instead, companies should examine the performance management process to see if it truly drives performance today or is merely an artifact of the past. In many cases, a shift from "evaluation" to "development and performance improvement" will drive results and provide visibility and measurable indicators to organizational objectives. This also ensures employee goals are aligned with the organization's to achieve the highest possible targets and work performance.
Workshop Outline
- Develop, implement and conduct effective performance management systems and reviews
- Establish a link between performance management to reward and remuneration
- Master feedback techniques to change or reinforce behaviour
Workshop Leaders:
Samuel Tsang, Director-Human Capital Leader, Deloitte Consulting, Hong Kong
Samuel is a director and the Human Capital Leader for Deloitte Consulting in Hong Kong. He has more than 17 years of business, technology and people consulting experiences. Throughout his career, Sam has served a wide range of clients in the insurance, transportation, hospitality, retail, consumer goods, higher education, government and NGO industries in the Asia Pacific region. He has deep expertise in talent management, change management, employer brand development, employee engagement, organizational design, leadership development, acquisition integration and HR transformation.
Samuel received his MA in International Relations from the Fletcher School of Law and Diplomacy at Tufts University, and BS in Systems Engineering from Boston University. In addition, he is certified in Hogan Assessment Systems.
Sammie Shum, Associate Director-Human Capital Advisory Services, Deloitte Consulting, Hong Kong
Sammie is currently an Associate Director of Deloitte Consulting Services, focusing on Organization Transformation and Human Capital Advisory areas. She has over 11 years of experiences on corporate planning and management consulting from Deloitte, IBM, Procter & Gamble (P&G) and General Electric (GE). Prior to Deloitte, she was a senior manager of IBM Strategy and Transformation Consultancy unit, managing operation strategy, organization change and performance improvement practices. Before her consulting career, she also worked for P&G and GE in Greater China and Asia Pacific regions, covering business planning and performance management, post M&A integration and change management.
Throughout her career, she has served iconic corporations from different industries, covering Financial Institutions, Retail, Consumer Goods, Healthcare, Transportation, Property, Government, Utility and Energy. Her specialty areas cover performance management, organization and operating model design, manpower planning and talent management, post M&A Integration and culture change.
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