© 2015 Global Knowledge Training LLC. All rights reserved. 04/18/2023 Page 2
About the presenter • Dan Stober
Business analyst and PMP-certified project managerMore than 15 years of project management experienceHas performed business analysis and project
management for the U.S. government, where he managed projects in the United States, the Middle East, and Europe
As practice lead for project management and business analysis at Global Knowledge, Dan manages the project management and business analysis training portfolios
© 2015 Global Knowledge Training LLC. All rights reserved. 04/18/2023 Page 3
Agenda
IntroWhat Makes Talent Management Difficult?The Four-Point Plan
Step One: Hire RightStep Two: Teach to DevelopStep Three: Continuous LearningStep Four: Mentorship
Executive Involvement in Project SuccessQ&A
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After completing this webinar, you will be able to:
See the value of hiring the right staff for your project management needs
Understand why organizations fail to develop talentMake the link between educating your organization and
project successGet senior management on board to project
management workforce developmentSelect the correct training for your workforce
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Intro: Why Talent Management Matters
Employee engagement: Functional and emotional commitment to an organization
$11 billion (!) is lost by organizations annually due to employee turnover (churn)
Companies with engaged employees are up to 200% more effective
71% of all employees are NOT fully engagedWhy?
*Dale Carnegie Training, 2015
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Intro: Why Talent Management Matters
Drivers of lack of engagementRelationship with direct managerBelief in senior leadershipOrganizational pride
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Intro: What Makes Talent Management Hard?
No immediate tangible benefits - long lead timePeople don’t believe talent development is what they
are paid to doWhen revenues go down, so does focus on
developmentCompanies enter the “talent war”Management by exception is the normTalent management, when present, is not aligned with
organizational strategy
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Step One: Hiring the Right Person as PM
Define the job before hiring the PMConduct a role analysisPerform competency mappingDefine the expected outcomes from the position
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Step One: Hiring the Right Person as PM
Plan a recruiting strategyInvolve key employees who will interact with the PMHiring manager must be involved with HR
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Step One: Hiring the Right Person as PM
Use a checklist; make it systematicReview credentials and applications carefullyPrescreen candidates: salary expectations, etc.Phone interviewKnow what questions to ask in the interviewDon’t hire someone because he or she is just like youBenchmarking! Assessments against those who have
been successful
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Step Two: Apprenticeship Works
Apprenticeship enables employers to grow talent in-house
Pick employees who are in it for the long haulStart the PM with simple projects and direct guidanceDevelop the skills that the PM needs to be successfulProvide formal and informal training opportunitiesApprentices become committed and loyalTrain to your unique environmentOther employees learn by teaching
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Step Three: Continuous Learning
Changes in industry happen too fast to rely on old skillsEmbrace new technologyUnderstand trendsDon’t be afraid to innovateCollect, analyze, and share information
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Step Three: Continuous Learning
Learning cannot be an afterthought Integrate learning into every projectLearn by doing
SkillsLeadershipProfessional development
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Step Three: Continuous Learning
Define the core skills that matter in the organizationHard skillsSoft skills
Leadership Communication Negotiation
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Step Three: Continuous Learning
Learning is a retention toolRetain talent Retain those who developed your IPReduce churn, a severe organizational disrupter
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Step Four: Coaching and Mentoring
Get buy-in from seasoned employeesHold leaders accountable for success of subordinates
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Coaching and Mentoring
Coaching is focused on improving a specific skillA coach is “one who instructs or trains”
Mentoring is about providing long-term support and guidanceAccording to Merriam-Webster’s Collegiate Dictionary, a
mentor is “a trusted counselor or guide”
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Difference between Coaching and Mentoring
Coaching and mentoring are not synonymousCoaching is task-oriented, performance-driven, and
often short-termMentoring is relationship-oriented, focused on personal
guidance, and is often long-term
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Value of Coaching and Mentoring
Learners can expand their business acumen, skills, and value to the organization
Mentoring strengthens bonds between personnelCompanies that coach and mentor have a much higher
success rate and better retention of employees than companies that do not
According to one survey, 76 percent of the Fortune 100 use mentoring and coaching to retain staff and ensure uniformity of knowledge between personnel
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Why Coach or Mentor?
Coach to provide specific skills or uniformity of direction and concepts
Mentor to guide someone through his or her professional development
Coaching and mentoring can help with:Exchanging knowledge and experience Developing skills more quicklyDeveloping camaraderie and trust relationships
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Conclusion
Hire rightTrain through apprenticeshipDevelop a learning cultureCoach and mentor
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Learn More
Recommended Global KnowledgeCourses
Coaching and Mentoring Team Members Coach, Coach, Coach Active Leadership for IT Professionals Performance Management Continuous Improvement Active Leadership Establishing and Managing the PMO Project Management, Leadership, and
Communication
Request an On-Site Delivery We can tailor our courses to meet your
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