Overview:

This webinar will include a complete explanation of the VUCA environment that we will all face, as well as possible actions that Talent Management leaders must take in order to ensure that their workforce and functional plans can handle the volatility and change.

VUCA is an acronym that best describes the volatile and chaotic business, economic and physical environment that we all now face.

Volatility:- where things change fast but not in a predictable trend or repeatable pattern.
Uncertainty:- where major "disruptive" changes occur frequently. In this environment, the past is not an accurate predictor of the future and identifying and preparing for "what will come next" is extremely difficult.
Complexity:- where there are numerous difficult to understand causes and mitigating factors involved in a problem.
Ambiguity:- "who, what, where, when, how and why" behind the things that are happening are unclear and hard to ascertain.

Unfortunately, most HR and Talent Management processes were developed during a more stable time. And as a result, they don't function well in a volatile and continually changing environment. Senior managers are demanding that all processes and systems in the business have the capability of agility and adaptability in order to handle the rapidly changing environmental and economic factors.

Why should you attend:

• If you haven't noticed, we live in a chaotic world where there is little economic or business stability. Existing talent management models were simply not designed to handle this level of fluctuation.
• In some firms, there is rapid growth in some business units and regions while simultaneously shrinkage in others. This "churn" requires new Talent Management and contingency worker models.
• The number one area where CEO's expect improvement is talent management. If you're going to produce dramatic change in talent management, you have no choice but to be agile to match the fluctuations in a rapidly changing world.
• Traditional one speed talent management models (shrinkage, average growth high growth) are inflexible and do not allow managers to adjust the Talent Management strategy to fit the economic growth rate.
• A rapidly changing world requires more sophisticated workforce planning and forecasting in the Talent Management areas.
• The VUCA model requires Talent Management to have plans for handling numerous "disruptive events" that traditional narrow workforce planning simply can't handle. Some of those disruptive events might include generational shifts that occur every six years, social media changing the way we communicate and simultaneous talent surpluses and shortages.
• Talent Management needs to develop an "agile model" that prepares for a wider range of options (i.e. scenario A - Z) but more importantly, it must also develop Talent Management processes/systems that can actually shift and handle any unpredicted upcoming event "just-in-time".
• It might seem counterintuitive at first, but the military has proven that you make people more nimble/ agile and successfully prepare them for handling unpredicted events that literally no one thought of in advance.

Areas Covered in the Session: Key content areas will include:-

• Understanding the changes in the business world that are creating a book environment
• Understanding what exactly is a VUCA environment?
• What are the Talent Management problems that it creates?
• How to prepare managers for frequent change using "if - then" scenarios
• How to hire, retain and develop agile employees
• How to increase learning speed in order to be prepared for rapid change
• How to move employees internally to meet changing needs
• How to use contingent workers to increase flexibility
• How to use outsourcing and technology to increase flexibility
• How to rapidly increase and decrease your workforce
• The business case for adaptive Talent Management
  

Who Will Benefit:

• Chief Talent Officers and Directors of Talent Management
• The VP of HR
• Directors of Recruiting and Talent Acquisition
• Directors of Leadership Development
• Directors of Development, Training and Learning
• Directors of Workforce and Succession Planning
• Directors of HR
• Talent Management and HR Strategists
• HR Business Partners, HR Generalists and HR Professionals Involved in Talent Management
• Talent Management Consultants
• Operational Managers