Day 1: Talent Philosophy and Value-Critical Roles

Defining Organizational Talent

• Connect definitions with required organizational value
• Avoid equating talent with current performance
• Clarify inclusion and transparency principles
• Draft talent principles for one organization

Identifying Critical Roles

• Assess each role's strategic contribution
• Examine skill scarcity and replacement difficulty
• Separate job importance from hierarchical status
• Prepare a map of high-risk roles

Talent Continuity Risk

• Estimate departure likelihood and business consequences
• Find positions dependent on one successor
• Determine time required for full readiness
• Prioritize concerns within talent risk register

Day 2: Fair Assessment and Talent Calibration

Performance and Potential Evidence

• Separate past results from growth capacity
• Gather behavioral evidence across multiple contexts
• Assess learning agility and responsibility breadth
• Prepare evidence for a fictional employee

Bias in Talent Judgments

• Identify similarity recency and visibility effects
• Challenge labels unsupported by concrete examples
• Use questions testing personal assumptions
• Evaluate a potentially biased classification decision

Calibration Session Practice

• Present evidence without defending favored individuals
• Compare standards across different business units
• Document reasons for classification changes
• Simulate calibration across a talent group

Day 3: Development Architecture and Growth Pathways

Individual Readiness Gaps

• Compare role demands with current capability
• Select one gap affecting future success
• Define evidence proving the gap closed
• Document a work-linked growth objective

Diverse Development Experiences

• Choose assignments expanding responsibility and judgment
• Use short mobility to broaden perspective
• Apply mentoring to one defined challenge
• Design development experiences for emerging talent

Accountability for Growth Plans

• Clarify employee manager and enterprise responsibility
• Schedule evidence-based progress review points
• Recover stalled experiences without abandoning them
• Provide a card tracking readiness growth

Day 4: Succession, Mobility, and Retention

Succession Bench Strength

• Identify candidates across different readiness horizons
• Evaluate successor quality rather than quantity
• Develop emergency and planned succession options
• Review succession depth for one position

Internal Talent Marketplace

• Make opportunities visible to qualified people
• Balance enterprise and current unit interests
• Set equitable rules for internal movement
• Resolve a manager-blocked mobility case

Targeted Retention Strategies

• Diagnose reasons for staying or leaving
• Choose actions beyond additional financial rewards
• Avoid promises the organization cannot sustain
• Undertake a stay interview with talent

Day 5: Integrated Talent Review Board

Preparing the Decision Pack

• Summarize role risk and candidate readiness
• Present assessment evidence and growth gaps
• Specify decisions required from board members
• Review data quality before the session

Talent Board Simulation

• Discuss cases using consistent transparent standards
• Balance speed with equitable development opportunity
• Choose development succession and retention actions
• Record decisions owners and review dates

Talent Operating Model

• Connect assessment development mobility and succession
• Select indicators showing talent pipeline health
• Schedule annual review and refresh cycle
• Present operating model ready for adoption

• Talent profiles analyzed through multiple behavioral evidence sources
• Calibration sessions exposing bias and aligning standards
• Growth experiences designed around explicit readiness gaps
• A talent board simulation making integrated decisions