• Translating job description accountabilities to personal characteristics
• Determining the changes in competencies and behaviours needed
• Identifying critical development to yield required future performance
• Discussing why some people are developable (and others not)

If you’re someone who believes that men and women are fundamentally different and that men are naturally better at some things while women are better at others, buckle up and get ready to have your assumptions and understanding challenged. Cordelia Fine does an excellent job in arguing that cognitive and behavioural differences between men and women are not innate but are socially constructed.

Using case studies, this book links action and in-action to performance and improvement. Matthew Syed explores how mistakes can lead to higher performance and new ways of working. But only if mistakes are embraced and used as a learning aid. Here we review the book and give you our thoughts on the message it intends to get across.

• Discussing the meaning of ‘talent’, who’s in the talent pool and who’s not
• Discussing the GE 9-box and CIPD 4-box talent matrixes
• Building a model for talent management using the CIPD 4-box matrix
• Illustrating talent management as a continuous process

This webinar/video is about how a manager might go about developing everyone in his or her organisation together. It starts by suggesting that such pan-organisation development depends on the use of a statement of what's to be done - the competency framework. And will illustrate an example of a framework for a 50-person organisation.

• Discussing the various development interventions available
• Re-visiting how people learn and their reaction to various interventions
• Developing training interventions to meet planned needs
• Discussing how to evaluate the success of development interventions