About this course: In this course, you will learn best practices for selecting, recruiting, and onboarding talent. You will also learn about the key approaches to measuring performance and evaluating your employees. In addition, you will learn how to develop and coach your talent so that they can realize their full potential at work. Altogether, you will gain a thorough understanding of the complete cycle of managing talent and creating a robust talent pipeline for your team and organization. Managing and developing talent is one of the top 3 issues on the minds of CEOs from around the world. In fact, CEOs cite managing and developing their leadership talent as the issue that is most important to the future success of their business but that their organizations are least capable of addressing effectively. This course will provide you with the insights, frameworks and tools to effectively manage and develop talent in your teams and organizations.

Created by: University of Michigan

Taught by: Scott DeRue, Ph.D., Edward J. Frey Dean at the Ross School of Business
Management and Organizations, Ross School of Business
Taught by: Maxim Sytch, Ph.D., Associate Professor of Management and Organizations Michael R. and Mary Kay Hallman Fellow
Management and Organizations, Ross School of Business
Taught by: Cheri Alexander, Chief Innovation Officer and Executive Director Corporate Learning
Management and Organizations, Ross School of Business

Basic Info	Course 2 of 5 in the Leading People and Teams Specialization
Commitment	4 weeks of study, 3-5 hours/week
Language	English
How To Pass	Pass all graded assignments to complete the course.
User Ratings	4.4 stars Average User Rating 4.4See what learners said

Syllabus

WEEK 1

The Talent Pipeline

In this module, you will be introduced to the concept of the talent pipeline. Without amazing people to execute your team, division or company strategy, you will be unable to create value and move forward. Following this module, you will understand that the concept of strategy is first, followed by the positions or organization structure. Once designed, your recruitment brand will attract people to you. Through your recruitment strategies, you will recruit and select the best of the best that fit your team. On-boarding is critical to bringing them into your team and this module will help you to implement superb on-boarding processes.

8 videos, 4 readings, 2 practice quizzes

Video: 01.01 - Welcome and Introduction to the Talent Pipeline
Video: 01.02 - Strategy First and HR Planning
Reading: Help us learn more about you!
Video: 01.03 - Recruitment and Your Recruitment Brand
Practice Quiz: Describe Your Brand
Video: 01.04 - Recruiting Methods
Practice Quiz: Recruiting Methods Video
Video: 01.05 - Selection
Reading: Introduction to Rich Sheridan, CEO of Menlo Innovations
Video: 01.06 - Selecting Talent at Menlo Innovations
Video: 01.07 - Onboarding
Video: 01.08 - Onboarding at Menlo Innovations
Reading: Notice for Auditing Learners: Assignment Submission
Reading: Unit Lecture Slides

Graded: The Talent Pipeline

WEEK 2

Managing Performance Evaluation and Feedback

In this module, you will learn about the central approaches for measuring and evaluating performance and behaviors and understand the implications of different evaluation systems for employees. You will also learn how to collect, assess, and use 360 degree feedback. In addition, you will learn how to recognize and mitigate key errors raters make in evaluating the performance of others. Finally, you will gain awareness of the stereotypes that can affect the accuracy of performance evaluations.

11 videos, 2 readings

Video: 02.01 - Why Structured Performance Management & Evaluation?
Video: 02.02 - Measuring Results and Behaviors
Video: 02.03 - Implications of Performance Measurement Systems
Reading: Introduction to Jeff Brodsky, Chief Human Resources Officer at Morgan Stanley
Video: 02.04 - Jeff Brodsky on Forced Distributions
Video: 02.05 - Rich Sheridan on Forced Distributions
Video: 02.06 - 360 Degree Feedback
Video: 02.07 - Using 360 Degree Feedback
Video: 02.08 - Receiving and Seeking Developmental Feedback
Video: 02.09 - Rater Errors
Video: 02.10 - Stereotypes in Performance Evaluations
Video: 02.11 - Recap
Reading: Unit Lecture Slides

Graded: Managing Performance Evaluation and Feedback

Graded: Employee Development

WEEK 3

Developing and Coaching Your People

As a leader, it is essential that you develop, coach and prepare your team for success. When you help your team members learn and grow, their motivation and engagement increases, their performance improves, and they become more committed to the team. In this module, you will learn how to develop and coach your people to realize their potential and improve their performance.

16 videos, 5 readings

Video: 03.01 - Your Most Developmental Experience
Video: 03.02 - The Business Case for Developing Talent
Video: 03.03 - Assessing Key Drivers of Performance
Video: 03.04 - Assessing Strengths or Weaknesses?
Video: 03.05 - 5 Questions to Help Create "Stretch" Experiences
Video: 03.06 - Using Stretch Assignments to Develop People
Video: 03.07 - Mindful Engagement as a Tool to Prepare for "Stretch" Experiences
Video: 03.08 - Mindful Engagement During the "Stretch" Experience
Video: 03.09 - Developing Talent Through Stretch Experiences
Reading: Getting the Most Out of 70-20-10
Reading: Make Time for Growth Assignments in Your Daily Work
Video: 03.10 - Helping Build a Personal Board of Directors
Video: 03.11 - The Importance of Mentors and Sponsors
Video: 03.12 - The Power of Structured Reflection to Drive Learning
Video: 03.13 - Why You Must Be a Good Coach
Video: 03.14 - 6 Steps to Effective Coaching
Reading: 5 Steps to Integrating Coaching into Your Talent Management Strategy
Video: 03.15 - 7 Great Coaching Questions
Video: 03.16 - Recap: Developing and Coaching Your People
Reading: [Optional] Experience-Driven Leader Development
Reading: Unit Lecture Slides

Graded: Developing and Coaching Your People

WEEK 4

Creating and Building a Robust Talent Pipeline

True Talent to lead your team, division or company is a requirement in our world. But will you know Talent when you see it? In this module, you will be given a model to help to assess those who will be able to lead into the future. Once selected as a Talent, you will have to continue to develop the individual and engage them continuously. How do we best develop talent? By the end of this module, you will be able to create a talent development plan and begin its execution.

7 videos, 4 readings, 1 practice quiz

Video: 04.01 - What is Talent?
Reading: Talent Level Worksheets
Video: 04.02 - A3E2 Model
Practice Quiz: A3E2 Model Stories
Video: 04.03 - Talent Management
Video: 04.04 - Preparing a Plan for Every Person
Reading: Planning for Your Talent
Video: 04.05 - Talent Engagement
Video: 04.06 - Human Capital Systems and Succession Planning
Video: 04.07 - People are Everything
Reading: Unit Lecture Slides
Reading: Post-course Survey

Graded: Creating and Building a Robust Talent Pipeline

Graded: Talent Recruitment, Selection, and Onboarding

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University of Michigan

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Pricing

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Access to course materials	Available	Available
Access to graded materials	Available	Not available
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Earn a shareable Course Certificate	Available	Not available

Ratings and Reviews

Rated 4.4 out of 5 of 719 ratings

Interesting to learn about other organisations’ way of managing their Human Resources.

Brilliant course, as is the whole specialisation. Thank you so much!

I liked to much this course! Especially the instructor, Cheri Alexander. She was passionate, engaging and true. I don't afraid to say word true, because you can feel that she is passionate about what she is doing and her mission is to coach others and make a difference in others' lives. I never actually knew much about the Managing Talent theme, behind the scene - how to build your talent pipeline, how to brand yourself. This course had great value for me. I highly recommend it to anyone - be it a leader who is willing to foster talent to attain his teams vision and goals, or HR professional.

Very useful, especially as I became recently a people-manager. It gives you the "ingredients" and lots of theory, but in a way that is applicable, to try and get the best out of people